Business

UKAI, the UK’s trade association for the AI industry, has appointed global communications agency Centropy PR as its agency of record.

The group, which represents companies of all sizes with an interest in AI, from startups to industry leaders, supports firms by ensuring their voices are heard in policy matters. UKAI works closely with the UK Government and regulators, making sure that AI policies foster innovation and business growth particularly for British AI businesses.

Recent events include policy sessions with Secretary of State for Business and Trade, Peter Kyle MP and Darren Jones MP, the Chief Secretary to the Prime Minister.

The trade association is designed to serve as a bridge between policymakers and the AI community, offering a platform for feedback on legislation, programmes, and initiatives. The group is committed to supporting the transformative role that AI can play in the UK’s social and economic development, creating jobs and growth across the country.

Centropy will provide a full suite of communications services to UKAI, including media strategy, journalist relations, event support, and policy guidance. The agency, founded in 2017 counts FTSE and Nasdaq listed global tech brands in its portfolio, with offices in London and San Diego and a global team of 20 PR staff.

Tim Flagg, CEO, UKAI said: “As the UK’s AI sector matures, our globally respected institutional and professional foundations give us a unique opportunity to build trusted, responsible AI and lead in the areas where the UK can genuinely compete, making a strategic communications partner essential to telling that story to media and policymakers. The Centropy team have demonstrated outstanding media connections, a deep understanding of the news cycle and policy expertise, landing us major media opportunities within the first few weeks of working together.”

Steven George-Hilley, CEO, Centropy PR said: “UKAI sets itself apart from other industry associations by genuinely championing the mission of British companies of all shapes and sizes. Britain has some of the finest AI talent in the world and we look forward to working with Tim and UKAI members across the UK to take this message to market.”

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UK’s AI trade association appoints Centropy PR for external comms

Boohoo Group has launched a £35m share placing as it seeks to strengthen its balance sheet and support its long-running turnaround, sending its shares down 10 per cent in early trading.

The Manchester-based fast-fashion retailer, which rebranded last year as Debenhams Group to reflect the stronger performance of that label, said the equity raise would provide additional liquidity and help create what it described as an “optimal capital structure”.

The placing, priced at 20p per share, has already secured indicative backing of more than £24m from existing shareholders, including co-founder Mahmud Kamani, chief executive Dan Finley and director Iain McDonald. The company said it would engage institutional investors in the coming days to secure further commitments.

Boohoo, founded in 2006 by Kamani and Carol Kane, rose to prominence by selling low-cost, on-trend fashion directly to consumers online. It enjoyed a multibillion-pound valuation during the pandemic boom but has since struggled amid intensifying competition from rivals such as Shein and Temu, alongside supply chain controversies and shareholder disputes.

Over the past year, the group’s shares have fallen about 22 per cent to just over 20p, reflecting concerns over its financial position and the pace of its recovery.

The company confirmed it was in advanced discussions with its lending syndicate to amend loan covenants and increase financial flexibility. Any revised terms would be contingent on the successful completion of the capital raise.

Retail analyst Nick Bubb said the fundraising may reinforce investor worries that Boohoo’s turnaround is proving more cash-intensive than previously expected. He noted that the company raised around £39m in November 2024 at 31p per share, highlighting the dilution impact for shareholders.

Boohoo said it expects adjusted earnings before interest, tax, depreciation and amortisation (Ebitda) of around £50m for the year to 28 February, up from earlier guidance of £45m. It is targeting a net debt to Ebitda ratio of about two times by the 2027 financial year, falling below one by the end of that year.

Investment bank Peel Hunt raised its full-year Ebitda forecast to £50m, suggesting the group could return to positive earnings for the first time since 2022.

Boohoo’s recovery efforts have been complicated by tensions with Frasers Group, which holds a 27 per cent stake. The Sports Direct owner, controlled by Mike Ashley, has repeatedly clashed with Boohoo’s board, including over its corporate rebranding strategy.

Last year Frasers blocked attempts to formally rename the holding company Debenhams Group Plc, despite the operating brand change and ticker switch to DEBS on the London Stock Exchange.

The dispute mirrors similar tensions between Frasers and Asos, in which it also holds a significant stake.

For Boohoo, the latest cash call underscores the fragility of its turnaround as it battles fierce online competition, operational headwinds and investor scepticism in a crowded fast-fashion market.

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Boohoo to raise £35m from shareholders amid turnaround strain

UK inflation slowed more sharply than many had feared in January, falling to 3 per cent and bolstering expectations that the Bank of England could resume cutting interest rates as early as next month.

Data from the Office for National Statistics showed consumer price index (CPI) inflation eased from 3.4 per cent in December to 3 per cent in January, the lowest annual rate since March 2025. The reading was in line with analysts’ forecasts.

The decline was driven by lower airfares, falling petrol prices and easing food costs. Food inflation slowed to 3.6 per cent year-on-year, down from 4.5 per cent in December and its lowest level since last April. Services inflation edged down to 4.4 per cent from 4.5 per cent, while core inflation, which strips out volatile elements such as energy and food, fell to 3.1 per cent.

However, higher prices for hotel stays and takeaway food partly offset the broader slowdown.

Grant Fitzner, chief economist at the ONS, said: “Inflation fell markedly in January, driven in part by a drop in petrol prices and airfares following December’s increases. Lower food prices also contributed, particularly for bread, cereals and meat.”

The easing in price pressures comes amid signs of weakness in the labour market. Earlier this week, figures showed unemployment had climbed to 5.2 per cent, its highest level in five years, while youth joblessness reached a decade high.

Taken together, softer inflation, rising unemployment and sluggish growth have increased market expectations of a rate cut when policymakers meet on 19 March. Financial markets are now pricing in a strong likelihood that rates will be reduced from 3.75 per cent to 3.5 per cent. The Bank lowered rates four times in 2025.

Rachel Reeves said cutting the cost of living remained her “number one priority”, pointing to measures in the November budget such as energy bill adjustments and the first rail fare freeze in 30 years as helping to ease pressure on households.

At its most recent meeting, the Bank’s monetary policy committee voted narrowly, by 5-4, to hold rates steady. Governor Andrew Bailey indicated there was scope for further easing this year if inflation continued to moderate.

Yael Selfin, chief economist at KPMG UK, said the latest figures “pave the path for a March rate cut” and suggested there could be up to three reductions over the course of 2026.

Markets reacted modestly. Sterling dipped 0.06 per cent against the dollar to $1.35, while the yield on the ten-year UK government bond fell to 4.38 per cent, its lowest level in around a month.

With inflation edging closer to the Bank’s 2 per cent target and economic momentum slowing, attention will now turn to whether policymakers judge the cooling trend sufficiently durable to justify renewed monetary easing.

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UK inflation falls to 3% as rate cut hopes build

Household energy bills are forecast to fall by around £117 from April, as government policy changes outweigh modest increases in wholesale prices.

Energy consultancy Cornwall Insight predicts that the Ofgem price cap will drop 7 per cent to £1,641 a year for a typical dual-fuel household when it is reset on 1 April.

The forecast reduction is slightly smaller than Cornwall Insight’s previous estimate of an 8 per cent, or £138, cut, reflecting a recent uptick in wholesale energy prices. Ofgem is due to confirm the official cap level by 25 February for the period running to 30 June.

The projected fall follows measures announced in last November’s budget by Rachel Reeves, including the scrapping of the Energy Company Obligation scheme. Cornwall Insight estimates these policy changes will reduce the cap by about £145 a year once VAT and pricing allowances are factored in.

However, higher network charges, linked to the operation and maintenance of Britain’s energy infrastructure, have offset part of the saving.

Wholesale gas prices have been volatile in recent weeks due to geopolitical tensions, but remain below the levels seen when the January price cap was set. Cornwall Insight expects bills to remain “relatively steady” through the rest of 2026, with only a modest increase forecast in July.

Craig Lowrey, principal consultant at Cornwall Insight, said: “Any reduction in bills is positive, especially at a time when affordability matters. The fall in policy costs is doing most of the heavy lifting, and while wholesale prices have been in the headlines, their impact on April’s bills is limited.”

He cautioned that keeping bills down would be challenging as the UK invests in modernising its energy networks and reducing reliance on imported gas. “There needs to be an honest conversation that the transition to a more secure energy system won’t be cost free,” he said.

A spokesperson for the Department for Energy Security and Net Zero said the government was delivering on its promise to cut average household costs by £150 from April.

Comparison site Uswitch said all households would see adjustments to bills regardless of supplier or tariff type. However, it stressed that savings would depend on individual consumption levels, with higher-usage households seeing larger reductions.

Simon Francis of the End Fuel Poverty Coalition urged consumers to look beyond the headline average figure and examine unit rates and standing charges when the final cap is announced.

While the projected drop offers short-term relief, analysts warn that structural pressures on the energy system mean long-term stability remains far from guaranteed.

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Household energy bills set to fall by £117 from April

Battery Ventures has raised $3.25bn in fresh capital to invest in technology companies worldwide, as it doubles down on artificial intelligence and enterprise software opportunities.

The new vehicle, Battery Ventures XV, was oversubscribed and closed in a single round, marking one of the largest recent fundraisings in the tech-focused private equity and venture capital market.

The Boston- and San Francisco-headquartered firm said the fund will back businesses across the US, Europe and Israel, investing from seed and early-stage rounds through to growth equity and buyouts.

The raise follows a year of strong exits, with Battery announcing 15 exit events in 2025. Over the past five years, its funds have generated more than $10bn in liquidity, reflecting what the firm describes as its stage-diversified strategy.

Michael Brown, general partner at Battery, said the current technology cycle is being reshaped by AI. “AI is ushering in one of the most consequential eras in the history of technology,” he said. “We believe our global reach and long-standing focus on software and enterprise tech position us well to capitalise on this opportunity.”

Battery plans to invest the new capital across application software, infrastructure software, including data, AI, developer tools and cybersecurity, as well as industrial technology and life-science tools.

The firm operates from offices in Boston, San Francisco, Menlo Park, New York, London and Tel Aviv, with a collaborative research-led investment model spanning venture and buyout markets.

Jesse Feldman, a general partner leading Battery’s industrial tech and life-science tools practice, said the firm sees continued potential across both US and European markets. “We are highly selective investors focused on driving meaningful value in exceptional businesses,” he said, adding that capital would be deployed to support research and development, sales expansion and targeted acquisitions.

Battery has invested in more than 530 companies globally since inception, resulting in 73 IPOs and over 225 mergers and acquisitions. The firm has been active in Europe since 2005, completing more than 150 transactions across the UK and 12 other European countries.

Late last year, Battery moved into a new London office to anchor its European operations, signalling a long-term commitment to the region’s technology ecosystem.

The firm has also strengthened its leadership team, promoting Marcus Ryu, co-founder and former chief executive of Guidewire Software, to general partner, alongside internal promotions and the addition of Barak Schoster as partner in Tel Aviv.

With AI investment accelerating globally and competition intensifying among venture firms, Battery’s latest fund positions it to compete aggressively across both early-stage innovation and larger-scale technology buyouts in what it describes as a defining moment for the sector.

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Battery Ventures raises $3.25bn fund to invest in global tech and AI

The continual evolution of digital entertainment has given rise to a vibrant ecosystem within the UK’s online gaming sector. Among the numerous offerings available, slot sites have emerged as a particularly dynamic segment.

Their rapid development, driven by technological innovations and changing consumer preferences, demands not only an understanding of market trends but also careful attention to regulatory and business challenges. For UK entrepreneurs and business founders, exploring the factors that influence these platforms offers valuable insights into both consumer behavior and industry growth.

The Evolution of Online Slot Sites

From their humble beginnings as simple mechanical machines in casinos to the sophisticated online platforms of today, slot sites have undergone a remarkable transformation. Recent years have seen a surge in popularity as online gaming draws a diverse audience, eager for engaging and immersive experiences. Operators have been quick to adopt innovative technologies—from advanced graphics engines to secure payment systems—to tailor their offerings to an increasingly tech-savvy customer base.

A pivotal factor in this evolution is the emphasis on transparency and user feedback. Curated review systems and rating methodologies have emerged as essential tools for players aiming to make informed decisions. As the market matures, independent review platforms play an integral role in establishing trust and credibility. In this context, unbiased guides that compare platforms based on game variety, bonus offers, RTP percentages, and consumer protection measures are highly valuable.

Innovations in Slot Site Offerings

Technological advancements and customer-centric approaches have disproportionately shaped the online slots space. Modern slot sites leverage detailed analytics and interactive interfaces to ensure that players enjoy a seamless experience. The integration of mobile-friendly platforms and real-time gaming capabilities has further stimulated interest across a broader demographic. The rise in user-centric design not only enhances engagement but also streamlines the process of comparing various platforms.

Among the available resources, the site slot sites offers in-depth insights that detail the performance and reliability of numerous online gaming portals. These resources help players navigate the complexities of bonus terms, responsible gaming tools, and withdrawal policies. By focusing on transparency and verified customer feedback, these guides have become an indispensable resource in an industry that is constantly redefining its boundaries.

Furthermore, the drive toward personalized experiences has led operators to explore various themes and gaming styles—from traditional fruit machines to advanced video slots that incorporate cinematic storytelling. Such innovations are not only designed to entertain but also to appeal to a demographic that values diversity and quality in digital content. As market demands evolve, the range of slot offerings continues to expand, stimulating competition and encouraging further investment in technology.

Regulatory Influences and Consumer Protection

Amid rapid technological advancements, the regulatory environment surrounding online gaming remains critically important. Robust oversight by bodies such as the UK Gambling Commission plays a key role in ensuring that operators adhere to strict standards of fairness and security. Detailed data from the UK Gambling Commission’s Annual Report on Industry Statistics underscores the financial magnitude of the sector, noting that slots contribute significantly to the overall yield in the online gaming market. This level of activity not only reflects consumer enthusiasm but also prompts ongoing discussions around regulation and responsible gaming.

Simultaneously, recent reforms aimed at safeguarding players have introduced measures that balance market innovation with consumer welfare. The UK Government’s approach, as outlined in the UK Government Publication: High Stakes – Gambling Reform for the Digital Age, has redefined regulatory frameworks with the objective of enhancing consumer confidence. These initiatives include reinforcing stake limits and mandating clear communication of the risks involved in online gaming, an essential step given the sector’s rapid expansion.

Such regulatory measures are crucial in maintaining a level playing field where businesses can innovate while ensuring that consumer protection remains paramount. Transparent accreditation processes and regular compliance checks form the backbone of this effort, presenting a balanced model for industry growth that benefits both operators and players.

Business Insights and Future Trends

The intersection of technology, regulation, and consumer behavior creates a fertile ground for innovative business models within the online gaming sector. As slot games continue to evolve, careful analysis of market trends offers valuable lessons for business leaders. Adapting traditional business practices to incorporate digital analytics and real-time user feedback can significantly enhance operational efficiency and strategic planning.

For instance, companies are increasingly investing in data-driven insights to track consumer preferences and design more engaging product offerings. This approach not only improves customer retention but also streamlines the development process. In an era where visual consistency plays a pivotal role in brand perception, businesses can draw lessons from sites that maintain strong design integrity. An article discussing design strategies, how visual consistency creates brand trust in digital spaces, serves as a reminder of the impact that detailed, thoughtful design can have on consumer engagement.

Forward-looking trends suggest that the integration of artificial intelligence and green technology holds promise for further revolutionising slot site operations. AI-driven customer support and personalised gaming experiences can redefine user engagement, while sustainable practices in digital operations might soon become a competitive differentiator. With advancements in secure payment systems and fraud prevention technologies, businesses are better equipped to manage risk amid increasing digital transactions.

Industry analysts are also focusing on emerging consumer trends such as the shift to mobile gaming and the growing demand for instant-play formats. These developments not only create opportunities for enhanced monetisation but also mandate that operators frequently update their platforms to stay competitive. By continuously adapting to market needs, slot sites can secure a robust position within the broader online gaming ecosystem.

Strategies for Sustainable Growth

Sustainable growth in the online gaming sector is underpinned by a commitment to innovation, transparency, and customer-centric practices. Businesses that can effectively balance these elements are well poised to benefit from the sector’s lucrative prospects. Regular investment in technology upgrades and adherence to regulatory standards ensure that platforms remain resilient amidst rapid market shifts.

Additionally, strategic partnerships and collaborations have proven effective in driving growth. By forging alliances with technology providers, financial institutions, and regulatory bodies, operators can enhance their service offerings and reinforce consumer confidence. Continued collaboration with industry experts and sites that audit and review gaming portals reinforces best practices and contributes to a sustainable business model.

As competition intensifies, businesses will benefit from adopting a holistic strategy that integrates rigorous data analytics with creative content delivery. This dual approach not only drives operational efficiencies but also enables companies to offer a differentiated user experience. Maintaining an agile business model that is ready to capitalize on emerging trends will be crucial for long-term success in this rapidly evolving landscape.

Looking Ahead: Opportunities and Innovations

The future of online slot sites is poised for significant transformation, driven by technological breakthroughs and shifting consumer expectations. As operators refine their strategies and consumers become increasingly discerning, the market is expected to witness even greater diversification in product offerings. This period of transition will likely see the introduction of new gameplay mechanics, innovative bonus systems, and enhanced security protocols.

Additionally, the continued evolution of digital payment systems and blockchain technology may offer unprecedented levels of transparency and efficiency within the industry. Investors and business leaders alike should observe these trends closely, as they hold the potential to reshape risk profiles and open up new revenue streams. The balancing act between innovation and regulation will remain a central theme as the industry matures.

As slot sites continue to establish their value both as a source of entertainment and as a profitable business model, maintaining an informed perspective becomes imperative. For stakeholders, the ability to anticipate market movements, stay compliant with evolving regulatory requirements, and commit to technological innovation will determine success in an increasingly competitive arena. This market, rich with opportunity and fraught with challenges, serves as a compelling case study in how modern business environments can adapt and thrive.

In conclusion, the dynamic landscape of slot sites underscores the intersection of digital innovation, regulatory evolution, and strategic business planning. For those looking to invest in or better understand this segment, a comprehensive review of current market trends and regulatory shifts provides invaluable insights. As the industry continues to evolve, informed decision-making and a commitment to sustainable practices will remain key drivers for success.

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Navigating the Dynamic Landscape of Slot Sites: Opportunities and Challenges

McLaren Charlotte has built its career around a simple but demanding idea: high performance requires structure, discipline, and respect for detail.

As an authorised member of the McLaren Automotive network, McLaren Charlotte operates inside one of the most exacting performance cultures in the automotive world. From the outset, the business focused less on speed and more on systems. The goal was never to chase attention, but to build something that could last.

“We’ve always believed that how you build matters as much as what you build,” the team explains. “If the foundation is right, everything else follows.”

Rather than treating automotive retail as a transaction, McLaren Charlotte approached it as a long-term career. The team studied McLaren’s engineering philosophy, its Formula One heritage, and the way racing discipline translates into road performance. That understanding shaped how the business was designed and how decisions were made.

A defining feature of McLaren Charlotte’s leadership has been its focus on the full ownership journey. From early research to long-term engagement, every step is treated as part of a connected system. Education plays a central role. Staff are expected to understand not just what a vehicle does, but why it does it.

“You can’t lead customers if you don’t understand the machine,” they say.

Today, McLaren Charlotte is recognised for consistency, operational clarity, and respect for the craft behind high-performance vehicles. Its leadership style is quiet, methodical, and grounded in long-term thinking.

“In this industry, consistency is the real differentiator,” the team notes. “Anyone can make noise. Not everyone can build something that lasts.”

An Interview with McLaren Charlotte

Q: Let’s start at the beginning. How did McLaren Charlotte’s career take shape?

A: It started with alignment. Before we thought about growth, we focused on understanding the McLaren brand. Its engineering standards, its racing heritage, and its expectations. We knew that if we didn’t respect that first, nothing else would work.

Q: What did that early focus look like in practice?

A: A lot of learning. We spent time understanding how McLaren thinks about performance. Not just speed, but systems. Precision. Repeatability. That mindset shaped how we built the business.

Q: You often talk about systems. Why are they so important to you?

A: Because performance doesn’t happen by accident. Whether it’s a car or a business, results come from processes working together. If you rely on moments instead of structure, things break down.

Q: How did that thinking change the way you approached customers?

A: We stopped thinking in terms of transactions. Ownership is a journey. Our role is to guide people through that journey, not rush them through a single moment.

Q: You’ve said the relationship starts after delivery. Why?

A: Because that’s when real ownership begins. Questions come up. Understanding deepens. That’s where trust is built over time.

Q: Education seems central to your approach. Why is that?

A: You can’t lead if you don’t understand the product. People ask thoughtful questions. They deserve thoughtful answers. That applies to staff as much as customers.

Q: How does McLaren’s Formula One heritage influence your work?

A: Racing teaches discipline. Every detail matters. We use that as a framework, not a slogan. It helps people understand why the cars are built the way they are.

Q: How has the digital shift changed your career strategy?

A: Buyers are more informed now. That raised the bar. Our information had to be accurate and consistent across every channel.

Q: What do you think defines leadership in your industry today?

A: Consistency. Flash fades quickly. Systems last longer.

Q: How do you measure success internally?

A: Stability. Relationships. Alignment with long-term goals.

Q: What keeps you focused going forward?

A: The idea that we’re still building. That mindset never really stops.

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McLaren Charlotte on Building Performance Through Discipline

Months ago, half a billion dollars flowed into crypto betting startups through new investment rounds.

Behind these platforms: blockchain fused with online gambling mechanics draws serious interest. User counts climb, transaction speeds improve – founders point to real shifts underway.

Venture Capital Moves Toward Digital Betting

Half a billion dollars flowed into cryptocurrency gambling startups lately, and platforms such as 1xbet Ireland have also expanded their casino online presence by exploring faster digital payment options. Of that sum, three big investors made up close to sixty percent, showing how strongly the casino online sector continues to attract capital.

Each agreement typically involved about twenty-five million dollars, twenty times over. These backers show interest mainly in services using blockchains to handle wagers. Out in the open, every bet lands on shared records. Real-time checking lets people follow payments as they happen.

One reason these platforms gain ground? Fees take a steep drop compared to old methods. While standard networks pull out 3 percent each time, digital currency moves it under Quick movement catches interest too. Withdrawals on certain sites wrap up in under ten minutes. Meanwhile, standard methods can stretch into a forty-eight-hour wait.

What’s Fueling the Rise in Tech Investments

When picking crypto betting sites, investors look at straightforward signs of how well they perform. Evidence points to a close link between financial backing and day-to-day reliability. What pushes success includes:

Every bet shows up clear as day on public blockchains. Transparency built right into the ledger keeps it that way.
Smart contracts automate payouts within seconds.
Funds for digital protection now take up one-fifth of running expenses.
Most wagers come through smartphone applications. Around seven out of ten are placed that way.
Processing systems handle one million bets per hour.

Expanding markets and growing user base

Fresh sign-ups at crypto gambling platforms have grown two times over. More than three million people log in each month on big sites now. Bets using cryptocurrency topped two billion dollars lately. Adults under thirty like paying with digital money more often. Moving funds in and out feels easier thanks to wallet apps. More than fifteen digital currencies work across platforms, offering room to move.

Sports and gaming events pull attention from marketers, drawing steady interest. Engagement jumps thirty percent where live wagering runs active. Odds shifting by the second keep players involved more deeply. Even with fast expansion, income strategies stay level and measured. Betting odds are designed so the operator earns a steady profit. Over time, randomness favors the business side of the game.

Staying Safe While Playing Games That Change Quickly

Most sites include features meant for safer play. Wins are never guaranteed, just possible. A built-in advantage stays with the house constantly. Putting boundaries on funds spent is one way players manage risk. Fun should stay fun, nothing more. After a while, alerts pop up to let players know they have been playing long stretches.

Talking with support staff can help clarify better ways to handle gaming routines. Looking at straightforward logs helps people see exactly where money goes. Setting boundaries keeps accounts from tipping into risky zones. Start smart by deciding limits ahead of time. When spending does not spiral, fun holds steady.

Financial Trends and Sector Clues

Growth keeps building in online betting areas. Crypto sites are expected to rise by more than ten percent. Money flowing into startups shows belief in future gains. Big investors watch potential buys with sharp attention. The scene might shift if deals go through.

Now comes the time when working together pushes products faster. Because numbers talk, choices follow what data shows. Watching how users act helps shape better predictions. Getting it right more often keeps things running smoother. When big moments happen, steady money flows help hold everything in place.

Behind the scenes, backers are watching steady growth in users and backbone strength. Companies using crypto for wagers aren’t startups anymore – they’re wide open, full throttle. Fresh ideas mix steadily with careful control of dangers here. As growth moves forward, clear rules and honest actions stay at the center by design.

Read more:
Crypto Betting Companies See 500 Million Dollar Investment Jump

UK space technology firm SatVu has secured £30m ($40m) in fresh funding, including a strategic investment from the NATO Innovation Fund, as it accelerates plans to deploy a multi-satellite thermal imaging constellation.

The round brings SatVu’s total equity funding to £60m ($80m) and marks a shift from single-satellite demonstration to scaled execution of its space-based “Activity Intelligence” capability.

The investment also includes participation from the British Business Bank, Space Frontiers Fund II, managed by SPARX Asset Management, and Presto Tech Horizons, alongside existing backers including Molten Ventures and Lockheed Martin.

SatVu’s technology uses high-resolution thermal imaging from space to detect heat signatures associated with activity inside and around buildings, industrial facilities and critical infrastructure, day and night. The company says this enables governments and institutions to monitor mobilisation, operational readiness and infrastructure performance in ways that traditional commercial sensors cannot.

Two satellites, HotSat-2 and HotSat-3, are scheduled for launch in 2026, with additional satellites, HotSat-4, HotSat-5 and long-lead components of HotSat-6, already under contract. While a single satellite can observe any point on Earth, a constellation increases revisit frequency, allowing persistent monitoring of patterns of life and operational change.

Anthony Baker, co-founder and chief executive of SatVu, said the funding would allow the business to scale a sovereign thermal capability built in the UK. “High-resolution thermal imagery from space reveals activity that is otherwise invisible,” he said. “From monitoring military supply chains to detecting covert activity, thermal intelligence is essential to modern ISR.”

The investment aligns with NATO’s mission to support advanced technologies that enhance allied security. Trisha Saxena of the NATO Innovation Fund said SatVu’s platform offers “a level of detailed data that was simply not available before”.

SatVu has also received backing through UK defence innovation programmes, including a Defence Innovation Loan awarded via the Defence and Security Accelerator, now part of UK Defence Innovation.

Luke Pollard said the government was committed to scaling British defence SMEs. “Our support for firms like SatVu is building sovereign capabilities while driving economic growth,” he said.

Camilla Taylor, chief financial officer at SatVu, described the raise as a pivotal step. “We now have a clear path to a multi-satellite constellation and sustained delivery,” she said, adding that the company is moving from capability demonstration to commercial scaling.

As allied governments place greater emphasis on resilience, independent intelligence and infrastructure monitoring, SatVu’s backers argue that persistent thermal Earth observation could become a critical new data layer in defence, security and economic decision-making.

The funding positions SatVu to expand its constellation rapidly and establish itself as a key supplier of sovereign thermal intelligence across NATO nations and beyond.

Read more:
NATO Innovation Fund backs SatVu with £30m investment to scale thermal intelligence

Profit margins at the world’s largest luxury goods companies have almost halved in just three years, prompting calls for more disciplined cost management that preserves brand equity while restoring profitability.

Research from supply chain consultancy Inverto, part of Boston Consulting Group, shows that the average operating margin across the 20 biggest luxury groups has fallen from 24 per cent in 2022 to 13 per cent today.

Half of those companies have seen margins decline over the period, while five are now operating at a loss.

Analysts say the slowdown in global demand, particularly in key markets such as China and the US, has combined with rising input and operational costs to squeeze profitability in a sector long associated with premium pricing power.

Traditionally, luxury houses have adopted high-cost approaches across their entire business, including areas not directly tied to product craftsmanship or customer experience, such as IT, logistics and back-office functions.

Daniela Klotz, managing director at Inverto, argues that meaningful savings can be achieved in these “indirect categories” without diluting brand identity.

“In indirect spend areas, systematic management can unlock savings of 8 to 10 per cent, or more, within six to twelve months,” she said.

One example is software licence optimisation. Many global brands overpay for unused or over-specified licences. “One client reduced software spending by 15 per cent through a rightsizing strategy,” Klotz noted.

Similarly, marketing and visual merchandising often incur heavy centralised production and international shipping costs to maintain brand consistency. By enabling approved regional suppliers to produce materials to centrally defined specifications, companies can preserve visual standards while reducing logistics and production costs.

“With the right strategy, spend in this category can fall by up to 30 per cent,” Klotz said.

Klotz said luxury brands need a clear, data-driven assessment of which elements of their supply chains are truly essential to maintaining brand equity and which can be streamlined.

Once that framework is established, artificial intelligence can help identify operational inefficiencies. AI tools can optimise transportation routes and shipping schedules, cutting freight costs while maintaining delivery standards.

In fashion, AI forecasting models can also help reduce overproduction, a persistent challenge when balancing sizes, colours and seasonal demand. Improved forecasting can limit discounting and wastage, directly protecting margins.

The luxury sector’s long-standing reliance on premium pricing and brand prestige is now being tested by softer consumer sentiment and more cautious spending.

Klotz argues that protecting margins in the current environment requires sharper focus. “With a clear cost management strategy and a disciplined approach to what is essential and what is not, fashion and luxury brands can significantly improve their margins,” she said.

As investor scrutiny intensifies and growth moderates, the sector’s next phase may depend less on headline price increases and more on operational excellence behind the scenes.

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Luxury brands urged to protect margins as profits slide