Business

NatWest Group has opened applications for the second year of its Fintech Programme, calling on UK-based fintechs that are using artificial intelligence to reshape the future of customer experience in financial services.

The 2026 programme will run for 12 weeks and is aimed at pre-Series A and Series A fintechs with proven product-market fit and commercial traction. Successful applicants will receive hands-on support from NatWest’s Innovation team, alongside access to senior decision-makers, mentorship, and opportunities to explore potential collaboration with the bank.

Participants will also be able to tap into NatWest’s wider innovation ecosystem through a programme of in-person events and workshops, some of which will take place at the bank’s Accelerator Hubs across the UK, including its new London hub.

This year’s theme, How AI is Shaping the Future of Customer Experience, reflects the rapid pace of technological change in financial services and the shifting expectations of consumers. NatWest says the programme will focus on emerging trends such as agentic AI, the rise of smart devices, and the development of new customer touchpoints beyond traditional banking apps.

The bank is particularly keen to hear from fintechs developing solutions that improve customer engagement and relationships in an AI-driven landscape, create immersive and intuitive banking experiences, or provide better support for vulnerable customers.

Building on the success of the inaugural programme, NatWest is encouraging applications from fintechs across regional hubs throughout the UK, reinforcing its commitment to supporting innovation beyond London and strengthening the country’s fintech ecosystem.

David Grunwald, Director of Innovation at NatWest Group, said the programme is designed to help the bank stay ahead of profound changes in how customers interact with financial services.

“The pace of advances in AI and technology is fundamentally changing how customers interact with financial services,” he said. “To stay ahead, whether through new channels, emerging technologies, or smarter engagement, innovation and collaboration are non-negotiables. Fintechs play a vital role in meeting these challenges, so it’s essential we support them to thrive as we come together to shape the future of banking.”

NatWest says the programme has already demonstrated tangible results. Several start-ups from last year’s cohort went on to enter extended discussions with the bank and its partners, exploring longer-term commercial opportunities.

One such business is Tunic Pay, a real-time payment intelligence platform focused on preventing fraud and scams. Following its participation in the programme, Tunic Pay formed a partnership with NatWest and is now piloting fraud prevention technology for the bank’s retail customers. The pilot uses transaction authentication within NatWest’s mobile app to help protect customers from scams in real time.

Nicky Goulimis, co-founder of Tunic Pay, said the programme provided invaluable access and insight into how a major bank operates at scale.

“Joining NatWest’s Fintech Programme gave us a unique opportunity to connect directly with the bank’s teams and learn from their experience serving millions of customers,” she said. “The access and support we received helped us understand how our platform could make a real difference for NatWest’s business and its customers. Working together, we’re now able to pilot new ways to protect people from fraud and scams, using technology to make banking safer for everyone.”

Applications for the 2026 Fintech Programme are now open. Further details, including eligibility criteria and how to apply, are available via NatWest Group’s website.

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NatWest Group opens applications for 2026 fintech programme focused on AI-led customer experience

Some of Britain’s most recognisable retailers and visitor attractions are bracing for dramatic swings in their business rates bills from next April, as the 2026 revaluation lands with what has already been dubbed across the sector as “Reeves’ Christmas tax”.

Fresh analysis from global tax firm Ryan reveals a retail landscape increasingly defined by extremes, with destination-led and seasonal attractions facing some of the steepest increases, while several high-profile high street names enjoy substantial reductions.

Among the hardest hit are seasonal and experiential venues that have boomed in popularity since the last valuation date. The land used for Winter Wonderland in Hyde Park will see its rateable value jump from £1.0m to £3.75m — an increase of 275 per cent. Despite transitional relief capping the first-year rise at 30 per cent, the site’s business rates bill is still set to climb by £166,500 next year, from £555,000 to £721,500.

Lapland UK in Ascot faces an even more dramatic shift. Its rateable value has surged from £150,000 to £1.87m, an extraordinary rise of 1,147 per cent, reflecting the explosive growth in demand for immersive Christmas experiences.

London’s major visitor markets are also under pressure. Camden Stables Market will see its rateable value rise from £1.26m to £3.5m, up 178 per cent, pushing its bill up by £209,790 next April, again capped at 30 per cent. Nearby Camden Lock Market faces a similar jump, with its valuation rising from £660,000 to £2.27m, an increase of 244 per cent.

Traditional retailers are not immune. Hamleys’ flagship toy store on Regent Street is facing one of the largest increases among permanent retailers, with its rateable value rising 38 per cent and its business rates bill set to increase by £449,550 next year.

While transitional relief limits first-year increases for large properties, the protection only delays the impact. Because the caps compound annually, retailers facing the biggest valuation jumps could still see their bills more than double by the end of the rating cycle.

At the other end of the spectrum, some of the UK’s best-known retail names are emerging as clear winners. Waterstones’ Piccadilly flagship will see its bill fall by around £828,000 next year, a reduction of 45 per cent, after its rateable value dropped by £1.36m — the largest fall recorded in the analysis. Primark’s Oxford Street store at 499–517 Oxford Street is also set for a significant cut, with its bill falling by £793,000, or 30 per cent.

Alex Probyn, practice leader for Europe and Asia-Pacific property tax at Ryan, said the scale of the changes highlights just how uneven the retail landscape has become.

“Seasonal attractions like Winter Wonderland and Lapland UK have grown significantly in popularity between valuation dates, so upward pressure on their valuations was not unexpected — but the level of increase certainly was,” he said. “The key question is whether the figures properly reflect the short, seasonal nature of these operations or whether broader income assumptions have been applied.”

Probyn added that across the wider sector, the divergence is stark. “Large-format and DIY stores are seeing some of the steepest reductions as rental evidence softens, while luxury outlet retail at destinations like Bicester has surged on the back of exceptional trading.”

Prime luxury locations have been more stable. “Bond Street’s world-record retail rents have remained broadly steady between valuation dates, and that stability is clearly reflected in the draft 2026 valuations for major luxury houses,” he said.

Taken together, the revaluation underlines a retail sector increasingly split between experiential destinations and traditional formats — and sets the stage for a highly uneven impact when the new business rates bills arrive next spring.

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‘Reeves’ Christmas tax’ creates big winners and losers as 2026 business rates shake-up hits retail

Expected tax revenues from the abolition of non-dom status have been dismissed as “fantasy economics” by a former government economist, amid warnings that the Chancellor is relying on deeply flawed assumptions to plug future gaps in the public finances.

Fresh post-Budget analysis published today by economic consultancy ChamberlainWalker suggests that forecasts underpinning the non-dom reforms are increasingly detached from reality. Drawing on the Office for Budget Responsibility’s latest Budget report alongside earlier forecasts, the study concludes that the government is assuming almost £16bn in tax receipts over the next three years will flow from overseas assets being brought into the UK — an outcome the authors say is highly unlikely under current legislation.

At the heart of the government’s projections is the expectation that around £130bn of foreign assets will be repatriated to the UK via the Temporary Repatriation Facility (TRF), part of the reforms introduced following the abolition of non-dom status in 2024. The OBR estimates that this would generate nearly £16bn in tax receipts in the near term and contribute towards a projected £34bn in revenues by 2029-30.

However, ChamberlainWalker’s analysis argues that this optimism rests on three questionable assumptions. First, it says the Treasury is banking on large numbers of non-doms making use of the TRF, despite tax advisers actively discouraging clients from doing so in its current form. While the government expects £360bn in overseas assets to be eligible, the report suggests there is little incentive for individuals to transfer funds without stronger legal certainty.

Second, the analysis challenges the assumption — unchanged in the 2025 Budget — that only one in seven affected non-doms will leave the UK. Recent evidence, the report claims, indicates that departures may already be at least 50 per cent higher than the OBR had anticipated.

Third, it questions the belief that the remaining non-dom population has a similar level of foreign income and gains to those who have already left. ChamberlainWalker says there are strong indications that those exiting the UK include individuals with significantly higher overseas wealth, including several high-profile billionaires, meaning the tax base could erode far faster than expected.

Chris Walker, founding partner of ChamberlainWalker and a former government economist, said the projections risk leaving a sizeable hole in the public finances if they fail to materialise.

“The government’s bet that it will receive almost £34bn of tax receipts by 2029-30 is based on increasingly unreliable assumptions,” he said. “Assuming that non-doms are going to shift £130bn of taxable assets into the UK is fantasy economics under the current legislation. If no tax adviser is willing to recommend the Temporary Repatriation Facility, there is zero chance revenues will come anywhere close to the Chancellor’s Budget figures.”

The report also warns that meaningful data on the true impact of the reforms may not emerge until early 2027, leaving ministers effectively “crossing their fingers” that the revenues arrive later in the parliament. While that may be politically convenient, the authors argue, it is no substitute for robust fiscal planning.

To mitigate the risk, ChamberlainWalker recommends a targeted amendment to the Finance Bill currently passing through Parliament. The proposal would provide explicit reassurance that non-doms using the TRF in good faith will not later be caught by anti-avoidance rules or retrospective tax challenges. According to the report, such a safeguard could help persuade more individuals to remain in the UK and bring foreign assets onshore, improving the credibility of the revenue forecasts.

Without such changes, the analysis concludes, the government risks discovering too late that one of its key post-Budget revenue streams was built on hope rather than hard economics.

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Non-dom tax revenues branded ‘fantasy economics’ by former government economist

Northern Ireland is facing the prospect of new car shortages and higher motoring taxes as post-Brexit provisions under the Windsor Framework come into force at the start of 2026, triggering concern across the automotive sector.

From January 1, all new cars sold and registered in Northern Ireland will have to comply with European Union vehicle standards rather than those applied in Great Britain. Dealers warn that many British-specification models currently sold in Northern Ireland will no longer be eligible, creating the risk of significant gaps in showroom availability and, in some cases, the complete withdrawal of certain models.

EU vehicle rules typically require additional safety features, such as mandatory speed-limit alerts and steering-wheel lane-assist systems, which are not standard across all UK-market cars. Manufacturers have been slow to adapt British models to meet EU requirements, leaving Northern Irish dealers exposed just weeks before the rules take effect.

The changes will also affect company car drivers. Benefit-in-kind tax for vehicles registered in Northern Ireland will be calculated under EU rules, meaning plug-in hybrid company cars will attract higher tax bills than identical vehicles registered elsewhere in the UK. Industry figures say this divergence risks distorting fleet purchasing decisions and making Northern Ireland a less attractive base for employers.

The situation is further complicated by the widening gap between the UK and EU on the transition away from petrol and diesel cars. The UK plans to ban new petrol and diesel sales from 2030, while the EU’s ban was originally set for 2035. That deadline now looks likely to be pushed back to 2040, potentially creating further divergence in vehicle availability and compliance.

The Windsor Framework, agreed to avoid a hard border on the island of Ireland, keeps Northern Ireland aligned with the EU single market for goods. While this was designed to protect the Good Friday Agreement, it has had an especially sharp impact on car dealerships, which have historically sold the same British-specification vehicles available across England, Scotland and Wales.

Senior figures in the automotive industry have held multiple meetings with the Northern Ireland secretary, Hilary Benn, pressing for an indefinite delay to the implementation of EU vehicle standards and for benefit-in-kind tax to be harmonised with the rest of the UK. While ministers are said to be sympathetic, officials have indicated that any changes would need to form part of a broader reset in UK-EU economic relations.

Whitehall sources insist the government remains committed to “full and faithful implementation of the Windsor Framework”, arguing that it safeguards Northern Ireland’s unique position and ensures the smooth flow of trade.

The stakes are high. The automotive sector employs around 17,600 people in Northern Ireland and accounts for roughly 50,000 new vehicle registrations each year, about 2.5 per cent of the UK market. Dealers say sourcing vehicles from the Republic of Ireland is not a viable alternative, as prices are typically higher due to vehicle registration tax and a 23 per cent VAT rate, compared with 20 per cent in the UK.

Despite the framework’s aim of preserving the EU internal market, there is little cross-border trade in new cars. Just 134 vehicles were imported into the Republic of Ireland in the ten months to October 2025, including only six from the UK, highlighting the practical limitations of relying on Irish supply.

Dealers are already feeling the effects. Manufacturers have restricted access to unsold UK stock pipelines, and while new car sales across the UK are up five per cent so far this year, registrations in Northern Ireland are down three per cent.

A government spokesperson said ministers were working to ensure manufacturers face “no barriers to obtaining dual-vehicle approvals”, adding that the aim was to prevent drivers and dealers in Northern Ireland from seeing their choice restricted. However, with the deadline fast approaching, industry leaders warn that without swift action, shortages and higher costs are inevitable.

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Northern Ireland faces new car shortages as Brexit rules bite under Windsor framework

A London-based veterinary start-up aiming to bring greater price transparency to pet care has raised £15 million to accelerate its expansion across the UK.

Hello Vet, which allows owners to stay with their pets as they go under and wake up from anaesthesia, plans to open at least 20 to 25 new clinics and hire around 200 vets and veterinary nurses over the next two years. The business says its growth will be paced carefully to ensure standards of care are maintained.

James Lighton, co-founder and chief executive of Hello Vet, said the funding gives the company confidence to scale, but not at the expense of quality. “We have the funding to open at least 20 or 25 more clinics,” he said. “The pace is really about how quickly we can be confident that quality of care isn’t declining as we grow. We’d rather do it well over four years than badly in a year and a half.”

The latest funding round was led by US venture capital firm Addition and UK-based investor Future Positive, alongside 15 veterinary professionals who previously backed the business with £6 million in 2023. Hello Vet currently has around 7,500 registered patients.

The expansion comes amid growing scrutiny of pricing in the veterinary sector. The Competition & Markets Authority reported in October that average vet prices rose by 63 per cent between 2016 and 2023, far outpacing inflation. It also found that pet owners pay an average of 16.6 per cent more at large veterinary groups than at independent practices. Six major chains now control about 60 per cent of UK clinics, compared with just 11 per cent a decade earlier.

In response, the CMA has proposed requiring veterinary businesses to publish price lists on a comparison site, a move that could come into force from the end of 2026. Hello Vet already publishes estimated procedure costs online, although the company positions its prices as “middle of the pack” rather than the cheapest.

Alongside its clinic model, Hello Vet offers a free WhatsApp triage service designed to help owners avoid unnecessary appointments. The service, which aims to respond within 15 minutes, is handled by teams at local clinics and has helped owners save more than £75,000 over the past year, according to the company.

Dr Oli Viner, co-founder and chief veterinary technology officer, said the service can make a meaningful difference. “Not long after we opened, someone messaged in worried about their kitten’s breathing,” he said. “They sent us a video and we could see the kitten was actually purring. In a traditional clinic, they’d have had to rush in, which would have been stressful and unnecessary.”

Hello Vet was founded in 2022 by Viner, Lighton and Alessandro Guazzi, opening its first clinic in July last year. It has since launched four additional sites in London and Hertfordshire, with a fifth due to open in January. The company plans to grow using a hub-and-spoke model, combining larger central clinics with smaller satellite locations in surrounding areas as it expands nationwide.

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Hello Vet raises £15m to expand transparent-pricing clinics across the UK

On the first day of Christmas, my mentor taught to me, resilience as a growth strategy…

Christmas is a time for slowing down, relaxing, and resetting for the year ahead. For the SME leaders we work with on our Help to Grow: Management Course, it provides the opportunity to reflect on the year gone by and think about the new strategies and tactics required to ensure the new year is merry and bright. But also, to reflect upon their own role in leading the business.

Here are twelve practical lessons that I’ve learnt from working with small business leaders across many different sectors and our community of expert business school members.

Resilience as a growth strategy

Imagine a business that is not only equipped to withstand economic disruption, but which can also rapidly adapt to changing market conditions and seize new opportunities. The most resilient SMEs that I have worked with do exactly that – facing down uncertainty while maintaining a competitive edge.

This includes setting a strategy for growth and innovation that embeds agility, leading with purpose and bringing the team onboard with you through changes. A key part of the Help to Grow: Management Course is understanding that new challenges are more than just obstacles to overcome, rather opportunities to learn, innovate and build momentum for long-term success.

Imposter syndrome

When clarity starts to emerge, the next big shift is confidence. You can build a brilliant plan but without self-belief, it’s unlikely you’ll move forward. Developing your knowledge and a support network will help you build your confidence as a leader and build your business.

Louise Morgan, founder and director of TMPR and Help to Grow: Management alumni, says: “For me personally, imposter syndrome is a deep-rooted feeling that my company has been built on luck rather than by design. Our growth doesn’t feel earned – it feels accidental. The key for small business leaders is to be able to identify this challenge in themselves and take advantage of support networks to overcome the threat of feeling like a fraud.”

Seek out mentors and people in your shoes

One of the biggest highlights for our alumni is the value of having a mentor and a peer group to share ideas and challenges with. Business leaders who have been there and done it, but also those at a similar stage of their leadership or business evolution. Outside perspective brings business benefits and makes the growth journey more enjoyable.

Richard Sadler, Director, CJC Aggregates and Landscaping Supplies: “My mentor on the Help to Grow: Management Course challenged me in the right ways. Rather than thinking about just drawing in customers, my mentor encouraged me to consider how we get more returning customers who want to spend more with us. During a time of real growth, he made me see we could change our existing business to be more profitable.”

Get your organisational structure right

With a community of more than 10,000 small business leaders, we’re helping SMEs from a huge variety of different sectors but organisational design and employee engagement are important for every industry. Pruden & Smith, bespoke and handmade luxury jeweller, has achieved record revenues a year after its creative director Rebecca Smith completed the 90% government-funded Help to Grow: Management Course at University of Brighton, School of Business and Law. Her main takeaway was how to face into restructuring her team.

Entrepreneur and creative director at Pruden & Smith, Rebecca Smith, said: “I think many small businesses like ours struggle because they aren’t putting the right organisational structures in place to support growth. As an entrepreneur, I’ve never worked in a large organisation so didn’t even really know the names of the roles we would require as we scaled into a bigger business.Restructuring allowed us to provide clarity around existing roles but also outline development paths so individuals could see how they would progress in the future. The process allowed me to identify which areas I should be stepping out of, but it also gave us real clarity on the roles we needed to underpin our growth. We recreated people’s jobs to fit that model.”

Productivity KPIs

A universal lesson from the course is to be crystal clear about what productivity means within the context of your business. Once a business pins down how to measure its productivity, KPIs can be set that align employees and activity around the same goal. This provides confidence that the critical KPIs, and not vanity metrics, are being tracked.

Small adjustments often make a noticeable difference – for example, simplifying systems to reduce wasted effort, or reviewing processes with the team to spot where work slows down. The aim is to use these metrics to support smarter decisions, not to add reporting for the sake of it.

You don’t need to be an accountant

But you do need a firm grip on the financials. A trait I’ve consistently observed from successful business leaders is that they properly understand the what’s what of finance and financial management, when to seek growth funding and how to prepare for key investment raising activities.

Knowing your figures helps you manage risk, pace growth, and spot where margins can be strengthened. It also gives you confidence when talking to lenders, partners, or potential investors.

Know how to use your time wisely

A mother of three young children, alumni Lauren works three days a week on her business Guthrie & Ghani – making strategic focus, prioritisation, and strong management essential for success.

Lauren Guthrie, founder of Guthrie & Ghani and former finalist on the first series of The Great British Sewing Bee, commented  “I didn’t have the right frame of mind before the course. Having gone through Help to Grow: Management, I learnt how to think about growth, what to evaluate, and how to structure the business to support it. The course helped me put the right structures in place to maintain my ethos and grow while balancing my family life. Now, I know that the limited time I have is spent on the things that really matter.”

You don’t know what you don’t know

It doesn’t matter how many years of experience we as leaders have, there is always the opportunity to learn more, and to validate or recalibrate that you are leading your organisation on the right path.

Paul Kenny, Managing Director of Yorkshire-based Aquatrust: “My journey wasn’t linear – I didn’t go to university, and my A Level results weren’t what I’d hoped for. But I found opportunities, worked hard, and kept learning. Enrolling on the Help to Grow: Management Course in 2022 was my first real experience of returning to formal education – at the age of 50/51. It came at a crucial time in my career and gave me a real plan and purpose for my business. Help to Grow: Management reignited that learning mindset and gave me the tools to lead Aquatrust into its next chapter.”

Moving from corporate career to SME leadership is a steep learning curve

Leaders making this shift often say they gain a deeper appreciation for how each part of the business contributes to performance. With that comes a greater sense of responsibility, but also the chance to understand the full extent of leading a growing business and make decisions with real pace.

Karsten Smet, CEO of ACI Group and alumni said this about his own experience of switching careers: ‘What happens when you’ve been in a C-level position at large organisations is you don’t know how SMEs work. You don’t necessarily understand how all the different components really fit together or how decisions are made. The Help to Grow: Management Course gave me this understanding and time to clarify my business’s future and make my organisation one that my employees were invested in.”

It’s never too early to look at exporting

Exploring overseas markets encourages firms to refine their offering, strengthen processes, and build resilience through diversification.

Byron Dixon MBE, chair of the Small Business Charter and founder of Micro-Fresh, says: “I can’t overestimate the degree to which exporting can transform a business’ trajectory – it certainly did for mine. It’s also so much easier than it was 20 years ago, and there is so much fantastic support on offer. Yet, too many SME leaders delay exporting much longer than necessary. They wait until they’ve exhausted domestic opportunities, or until growth plateaus. Sometimes they just never see it as an option for them at all. To those in that position, I’d say this: the question shouldn’t be “When should we export?” but rather “Why aren’t we already exporting?”

Work ON the business, not IN it

Taking time away from day-to-day pressures helps leaders think about capacity, future skills, and the investments that will shape the next phase of growth. Critically it also provides the opportunity to think about their own role and how that contributes towards growth.

Rachel Hicken, Pig & Olive co-founder and alumni: “I’m very good at service, my co-founder Simon knows his pizzas – but that’s not enough if you don’t understand the backbone of running a business. Help to Grow: Management really set off my journey of learning about business. It helped me realise I needed to stop just working IN the business and started working ON it. I learnt that growth requires leaders to step back and look at the big picture. It also gave me the confidence to look at figures properly and understand the story they tell and gave me the confidence to make strategic investments.”

Treat succession planning as a growth strategy, not just an exit strategy

In conversations we’ve had with family-owned business leaders over the last five years, we’ve seen that proactive succession planning leads to stability, builds resilience, and unlocks growth for the business. The data backs it up; according to STEP, 74% of family businesses with a succession plan agree that having a plan has made their business stronger and helped them to grow.

Having these conversations early reduces uncertainty for staff and gives future leaders the confidence to step forward. It also creates room to plan investment and allocate responsibilities more thoughtfully.

Jingle all the way into the new year

As the year draws to a close, I hope these bite-size lessons show how practical choices, steady reflection and a willingness to learn can strengthen any growing business. With renewed focus and a bit of breathing space, you as SME leaders can enter the new year with purpose and confidence.

Business leaders can find out more about the Help to Grow: Management Course and sign up for the course in their area by visiting: www.smallbusinesscharter.org/help-to-grow-management

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The Twelve Days of Business

Cash shortages can disrupt even well-managed companies, often at moments when stability matters most. A delayed client payment, a sudden drop in seasonal revenue or an unexpected opportunity requiring immediate capital can place pressure on operations long before traditional funding becomes available.

For UK businesses trying to maintain continuity in challenging periods, strengthening cash flow management for small businesses becomes essential for avoiding disruption and preserving momentum.

Short-term financial tools are not designed to replace long-term borrowing. They exist to protect daily operations when timing becomes the central problem. Banks usually require lengthy assessments and formal checks, which can slow access to essential funds. Businesses that prepare early, understand their options and know how to match each tool to a specific scenario build a stronger, more flexible financial base.

Effective planning relies on clarity rather than complexity. When temporary gaps appear, decisions must be made quickly and confidently. This begins with recognising what causes cash strain and how rapid-response finance can stabilise a business before wider issues develop.

The Impact of Cash Flow Gaps on UK Small Businesses

Cash flow challenges affect thousands of UK companies each year. Late payments remain one of the most disruptive factors, with many small businesses reporting operational strain after waiting too long for invoices to clear. When incoming cash slows, every part of the organisation feels the pressure.

Supplier relationships are often the first to shift. Late or inconsistent payments reduce trust and may lead to stricter terms, shorter deadlines or requests for advance deposits. These changes limit flexibility and make day-to-day operations more expensive, particularly for companies that rely on steady access to stock or raw materials.

Internal stability is also affected. Delayed wages, reduced hours or postponed hires influence staff morale at a time when reliability is essential. Businesses aiming to grow may find themselves pausing projects or turning down opportunities simply because working capital is tied up elsewhere.

Traditional bank loans rarely solve immediate problems. Approval processes can take weeks, leaving companies exposed to operational delays or missed opportunities. This is why many owners explore faster options early in their planning. A commercial bridging loan for property development can offer rapid access to capital when timing is critical and banks are unable to move quickly. Having more than one funding route prepared before difficulties arise reduces risk and helps maintain continuity when cash flow becomes unpredictable.

When Bridging Loans Make Strategic Business Sense

Bridging loans exist to cover short periods where funds are required urgently. In the UK, these loans typically run for a few months up to a year, providing temporary support while a longer-term financing arrangement is finalised. Monthly interest is fixed, giving businesses a clear understanding of costs from the outset.

Speed is their defining feature. Property auctions often require completion within twenty-eight days, and the window to secure a site can close quickly. A bridging loan allows a company to act immediately while arranging more permanent financing in the background. The same applies when businesses must relocate unexpectedly or secure premises before a lease ends.

Seasonal businesses frequently rely on bridging loans to prepare for peak trading periods. Retailers may need to purchase stock months in advance, and delays in accessing funds can reduce competitiveness. When tax deadlines or regulatory changes require fast payment, short-term financing ensures that operations continue without interruption.

Bridging loans also differ from other short-term products. Overdrafts provide limited amounts at variable cost. Invoice financing depends on outstanding invoices and does not suit businesses without a large B2B client base. Merchant cash advances rely on projected card sales, which can fluctuate. Bridging loans instead focus on security and speed, offering a clear structure where timing is the priority.

Alternative Short-Term Financing Options for Different Scenarios

Not every situation calls for a bridging loan, and many companies use a combination of tools depending on their needs.

Invoice financing gives service-based businesses access to outstanding invoice value. Instead of waiting weeks for payment, companies receive a percentage upfront, improving cash flow while maintaining regular operations.

Platforms offer competitive rates and faster decisions than banks, and owners exploring a peer-to-peer lending guide gain a clearer view of how these models support short-term cash flow needs.

Asset refinancing releases capital tied up in equipment. Businesses that own machinery, vehicles or specialist tools can convert these assets into usable working capital while continuing to operate normally.

Negotiating longer payment terms with suppliers is another practical approach. Extending terms from thirty to sixty or even ninety days provides breathing room during slow periods without increasing borrowing. Combined with proactive invoicing, deposits on large orders and clear payment expectations, these adjustments create a more stable cash cycle.

Each option suits a specific type of business. Invoice finance depends on customer reliability. Asset refinancing requires equipment with sufficient value. Peer-to-peer loans favour companies with established financial records. Understanding how each works allows owners to select the most efficient solution and avoid unnecessary costs.

Creating a Strong Cash Flow Management System

Successful cash management depends on routine, not crisis response. Regular forecasting helps businesses anticipate pressure points before they arrive. Modern online tools integrate with accounting software to track expected income and outgoings, giving owners early warnings when cash shortages are likely.

Customer payment structures play a major role in stability. Clear invoicing, upfront deposits and modest early-payment discounts all help accelerate incoming cash. Transparent communication reduces misunderstandings and shortens the time between delivery and payment.

Inventory control also affects cash availability. Holding too much stock ties up capital, while holding too little weakens readiness for demand. A balanced, just-in-time approach allows businesses to maintain efficiency without restricting cash flow.

Supplier negotiations can strengthen this system further. Many suppliers are open to extending payment terms when the partnership is stable and predictable. Agreeing on mutually beneficial terms helps both sides maintain cash flow without strain, and businesses reviewing supplier negotiation tips gain clearer insight into how to secure more flexible arrangements.

Setting aside reserves during strong trading months creates a buffer for periods of uncertainty. This forward-looking approach reduces reliance on emergency borrowing and helps businesses remain resilient even when the unexpected occurs.

Reviewing Financing Options and Minimising Risks

Short-term finance is most effective when combined with careful evaluation. Bridging loans are suitable for situations where a business needs substantial funds quickly and can provide property as security. Their fixed costs and rapid release make them valuable during transitional phases.

Invoice financing benefits companies with reliable B2B customers by unlocking funds tied up in unpaid invoices. Business credit cards assist with smaller, everyday expenses and offer interest-free periods when repaid promptly. Peer-to-peer loans support medium-term projects where repayment over time is essential.

The key is matching the right tool to the right moment. Taking on debt without reviewing total costs, repayment timelines and potential alternatives introduces unnecessary risk. A measured approach protects long-term stability even when short-term borrowing becomes necessary, and resources on effective short-term finance management help owners refine their decision-making during periods of pressure.

Industry reports show that bridging finance continues to support UK businesses during periods when timing determines operational stability. Companies facing sudden lease changes, unexpected relocation needs or time-sensitive property decisions often rely on short-term funding to secure premises and maintain continuity. When access to capital aligns with these pressures, customer service and daily operations remain uninterrupted.

Across similar examples, outcomes are strongest when businesses weigh the cost of borrowing against the risk of delay. Measured planning, realistic forecasting and a clear understanding of available finance tools help owners stay resilient even when unexpected demands arise. By approaching short-term borrowing with careful evaluation and defined purpose, businesses are better positioned to protect momentum and navigate challenging conditions with confidence.

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Smart Ways to Handle Temporary Business Cash Shortages

Many homes in the UK are cold and expensive to heat. There are government schemes that can help. LA Flex Scheme is one of them.

This article explains the workings of that scheme. This article also explains how LA Flex allows more people to qualify for boilers and other upgrades.

What is the LA Flex Scheme?

LA Flex is the acronym for Local Authority Flexible eligibility. It is a part of the larger Energy Company Obligation framework. Councils are able to set their own rules under LA Flex Scheme. The rules allow them to refer homes for energy upgrades.

This scheme is for people who do not meet the ECO benefits tests. LA Flex targets people who are in fuel poverty or vulnerable. Councils can decide who receives help. This is a great way to help areas that have special health and local needs.

The Statement of Intent is published by councils. This document describes who they are supporting. The document explains the local criteria as well as the available types of measures.

The measures can include new boilers, insulation, heating systems and solar panels. The council and the home determine the type of assistance. LA Flex is able to expand eligibility because of this local approach.

Why LA Flex matters now

The cost of energy and the cold in our homes is a major problem. Millions of homes still use outdated heating systems.

Many homes are not connected to the gas grid, and depend on more expensive fuels. In 2021, an estimated 4.4 millions properties would not be connected to the gas network.

Off-grid properties have higher heating costs, and their heating choices often produce more carbon dioxide. LA Flex helps local councils to reach these households, where targeted assistance can make a huge difference.

Between 2013 and 2024, the government will have installed around 4.5 millions energy-efficient measures in 2.8million properties. The scale of both the problem and recent efforts is evident. LA Flex is just one of many tools that can be used to continue the work.

How LA Flex increases free boiler eligibility

LA Flex enables councils to take into account local details of life that national regulations may overlook.

Councils can create new routes to assist people who do not receive means-tested benefits. This includes those with low gross incomes and households at risk of health problems, as well as people living in homes with low EPC ratings.

The low-income test is a common local option. Some councils will accept households with gross total incomes below a certain limit. As a guideline, some installers and local programmes use a threshold of around PS31,000 gross annually as a guideline for low income.

The scheme allows more homeowners and private renters to benefit from free heating upgrades, even if they don’t receive DWP benefits. Local routes are flexible. The Statement of Intent for each council determines the route.

A second route is based on health vulnerability. The council can give priority to people whose health would worsen if they lived in a cold house. Families with children, seniors, and people with certain medical conditions can be included.

In these cases, a council referral under LA Flex may approve replacement oil boilers or insulation despite the fact that national benefit tests have failed. This approach reflects clinical guidelines and local needs.

Customised targeting is another option. Councils can create criteria for certain groups or postcodes. This allows councils to reach areas of need that may be missed by standard rules.

These routes are shaped by local data such as data on income distribution or health, including fuel poverty mapping. LA Flex allows councils to fill in the gaps left by national eligibility requirements.

The practical process for applicants

Practical steps are simple. The homeowner or tenant can ask an approved installer to verify their case. The installer confirms that LA Flex is supported by the local council. The installer will then help gather evidence.

The evidence can be proof of income, letters from doctors, or referrals by the council. The council reviews the evidence and signs a certification if it finds that the household meets the local criteria.

Then, the funding is allocated, and work is scheduled. This entire route is free for eligible households. Installers often run online checks or schedule a home visit to expedite the process.

Real gains: what households can get

A range of measures is available to eligible households. The most common are central heating systems and A-rated boilers for homes without modern heating. The package can include loft and cavity wall installation, central heating for the first time, electric storage heaters or air source heat pump replacements.

The package is designed to help homes qualify for the program. It can reduce carbon emissions and save hundreds per year on energy bills. The exact mixture depends on the home, the EPC rating and the rules of the council.

Who can apply and who actually benefits

LA Flex is available to both homeowners and private renters. In most cases, social housing tenants and tenants of councils are covered by different programs. Private tenants must get landlord approval before undertaking major work.

However, councils are asked to concentrate on those who suffer real harm due to cold homes. This includes those with certain medical conditions and low-income households.

Many councils combine LA Flex and local grants with warm-home initiatives to reach residents at the greatest risk. The local targeting of the scheme is its key strength.

Thousands of homes have already benefited from local schemes. Local bodies and installers report that LA Flex referrals bring in a large number of households eligible for benefits who otherwise would not be able to benefit.

Installers report that when councils actively use LA Flex, they have higher approval rates of non-benefit applicants. This effect is a practical one that translates local policy into actual installs and real savings.

Grant Boilers: A Trusted Partner on LA Flex

It is helpful to have a partner you can trust when seeking assistance under LA Flex. Grant Boilers, for example, is a trusted partner. Grant Boilers provides full funding for heating upgrades and supports the application process.

The team provides surveys, assistance with paperwork, and installations by qualified engineers. They encourage A-rated boilers and other measures that improve comfort and EPC ratings.

A trusted installer can reduce friction for many applicants and increase their success rate. Working with an experienced partner will make the LA Flex process easier and more reliable.

Final Thoughts

LA Flex gives local power to a national issue. The councils can decide who needs help locally. This allows many people to receive help who otherwise would not be eligible under the national rules.

LA Flex offers routes to low-income households, people with health vulnerabilities and places-based targeting. This results in more households receiving free boilers and insulation, as well as modern heating systems.

It reduces costs, improves residents’ health, and reduces carbon emissions. LA Flex is the difference between staying warm and upgrading to a modern heating system for many households.

Check the LA Flex Statement of Intent of your local council if your home is too cold or your energy bills are too high. Contact an experienced installer. Grant Boilers is a trusted partner that can help guide you through the process. They can turn a complicated policy into an efficient and warm home.

Read more:
How LA Flex Boosts Free Boiler Eligibility?

Modern truth has ceased to be the ultimate authority. The word “post-truth” became Oxford Dictionaries’ Word of the Year back in 2016, defined as a condition in which “objective facts are less influential in shaping public opinion than appeals to emotion and personal belief.”

In the years since, the situation has only deteriorated. Experts now describe an epidemic of informational noise and a wave of distorted narratives.

In today’s world, the era of “post-truth” coincides with the lightning-fast distribution of information—often faster than fact-checking mechanisms can operate. Research shows that false stories spread, on average, faster and further than truthful ones. Social platforms can make even the most absurd content go viral.

Fake news has long since stopped being accidental misinformation. It is now a powerful industry with multi-million turnovers. According to expert reports, more than a hundred companies operate online specialising in fabricated PR content, “news” websites and tailor-made scandals produced on demand. Visually indistinguishable from professional journalism, such material becomes a weapon for those seeking to destroy reputations, pressure investors or manipulate public opinion.

The motives may be political or commercial, but the result is the same: a chaotic “wave of fakes” that erodes trust and causes tangible harm to business and reputation. On average, around 70% of start-ups targeted by false online accusations lose up to half of their customer base within three months.

How the Investigation Began

Our investigation started with a review of a series of suspicious articles on websites of, shall we say, questionable reputation, targeting the British payments platform PayFuture. All the materials followed the same template and consisted of a random assortment of unproven accusations aimed at the company’s co-founder and CTO, Zaki Farooq.

The texts were filled with assertions disguised as final verdicts. The only remarkable thing was the sheer volume of published “media” materials. From 2024 to the present day, the number of near-identical articles has run into the hundreds.

Zaki Farooq has worked in the fintech sector since 1992. His current project, PayFuture, operates in more than 40 countries and focuses on emerging markets such as India, Bangladesh and others. Farooq publicly positions the company as a provider of anti-fraud solutions—yet he himself became the target of a storm of fake allegations.

Farooq responded in full accordance with best practices in information protection: “Recently, false claims have appeared in the media, on social networks, in leaflets and other materials about PayFuture’s activity. These accusations, which also mention members of my family, are entirely false and baseless.”

While we hope the courts will ultimately put an end to this smear campaign, his case is far from unique.

Similar mechanisms of fighting disinformation campaigns have already been described in international journalism. For example, the #StoryKillers investigation exposed groups such as the Israeli outfit “Team Jorge,” which offered—at six-figure fees—“tailored influence tools.” They claimed they could hack the email accounts of “targets,” fabricate documents, stage “fake protests,” or launch a “caravan bombardment” of the internet with coordinated smear content.

Another striking example is the story of Swiss trader Hazim Nada. His business was destroyed by a barrage of false allegations about ties to terrorism. Only later did leaked documents reveal that this had been a years-long, state-sponsored disinformation campaign orchestrated by the UAE.

The logic of “post-truth” applies here as well: any attempt by PayFuture to rehabilitate its reputation is immediately portrayed by fake-news authors as an effort to “hide the truth.” This is a classic manipulation—any legitimate response is framed negatively (the “Streisand effect”).

In such conditions, unverified insinuations increasingly eclipse verified facts. The goal of the perpetrators is not to disprove information but to flood the media with fabrications that remain embedded in search results and news feeds for years.

Jitender Vats and the Pseudo-Fintech Scheme

As the investigation progressed, journalists established that the wave of disinformation originated from an Indian “entrepreneur” involved in a series of dubious projects — Jitender Vats. A native of Delhi, he typically introduced himself as the owner of a company called “PaymentsMe.” There is, however, one problem: the company simply does not exist.

As colleagues who previously worked with him noted: “Jitender has excellent instincts. He could convince anyone to invest after just two messages in a messenger. He never created actual companies because it was unnecessary hassle. What he always had was the right ‘client kit’: a legend, a demo dashboard, a nice logo. Such people are useful when funds need to be raised quickly. He delivered the illusion of a ready product long before anything really existed.”

Vats aggressively promoted questionable payments companies across Middle Eastern markets, presenting himself as their regional representative.

He has no verified business ties to registered legal entities in India. His activities involved the use of fictitious domains, and “PaymentsMe” is not listed in any official registry. All his contact details trace back to unofficial addresses.

A review of Vats’ LinkedIn, Telegram and X (Twitter) accounts shows years of involvement in client-acquisition schemes under invented brands. He was previously linked to the Verve Payments platform, which also lacked transparent registration and operated alongside shuttered entities. This behavioural pattern—using fictitious authority and non-existent companies—indicates a systematic effort to build trust among potential clients, without the slightest semblance of legality.

We believe that PayFuture, as a legally licensed UK-based payments company, became an unwelcome competitor to Vats’ schemes. Unable to compete with PayFuture legitimately, Vats seemingly resorted to attacking the company through an orchestrated wave of fabricated publications.

Our team is continuing to monitor developments and identify other potential victims of Jitender Vats and his partners. The collected materials will be submitted to law-enforcement bodies in the UK, India and the UAE for full investigations and appropriate actions.

Recommendations for Fintech Companies

In the context of escalating information attacks, legitimate companies must actively safeguard their reputations. To minimise the impact of fake news, lawful businesses should adhere to several key recommendations:

– Constant monitoring of the media environment and mentions: early detection of disinformation allows for a rapid response.

– Transparency and strong reputation: build long-term trust through open and ethical operations.

– Regular publication of activity reports, financial statements and audit results to strengthen the confidence of clients and partners and reduce vulnerability during smear attempts.

– Rapid response to fabrications: act according to a pre-established crisis-management plan and issue fact-based rebuttals across all available platforms.

– Engagement with audiences: maintain dialogue through responses to comments and reviews. A loyal client community becomes a defence against falsehoods.

– Co-operation with regulators and law-enforcement agencies: notify oversight bodies of significant disinformation or fraud schemes.

– Do not hesitate to pursue legal remedies; in cases of outright defamation, prepare to file claims.

At the same time, be mindful of the “Streisand effect”: legal action is best complemented by a carefully planned PR strategy.

Reliable protection from information attacks requires a comprehensive mix of preventive measures, corporate transparency and swift crisis response. Experts agree: the only way to “defeat” fake news is to stay one step ahead.

These principles help prevent a handful of fabricated stories from escalating into a full-scale crisis of trust.

By: Alison Mutler

Read more:
Fintech Under Attack

The European Union’s planned ban on the sale of new petrol and diesel cars from 2035 is set to be watered down, according to senior figures in the European Parliament, in a move that is likely to trigger fierce opposition from environmental campaigners.

The decision, which is expected to be outlined by the European Commission this week in Strasbourg, would mark a significant retreat from one of the central planks of the EU’s Green Deal. Campaigners have warned that any dilution of the ban would amount to a “gutting” of the bloc’s climate ambitions for transport.

Under existing legislation agreed in 2022, all new cars sold in the EU from 2035 must produce zero CO₂ emissions, effectively banning petrol, diesel and hybrid vehicles. However, Manfred Weber, president of the European People’s Party group, said the outright ban on combustion engines would be softened.

“The technology ban on combustion engines is off the table,” Weber told Germany’s Bild newspaper. “All engines currently manufactured in Germany can therefore continue to be produced and sold.”

His comments come after months of lobbying from national leaders and the automotive industry. Germany’s chancellor, Friedrich Merz, said last week that he supported a rethink, arguing that combustion-engine vehicles would still dominate global roads well beyond 2035.

“The reality is that there will still be millions of combustion engine-based cars around the world in 2035, 2040 and 2050,” Merz said.

Italy’s prime minister, Giorgia Meloni, alongside several major carmakers, has also pushed for changes that would allow hybrid vehicles to remain on sale. Weber suggested that under revised rules, manufacturers would instead be required to cut average fleet emissions by 90 per cent from 2035, rather than meeting a strict zero-emissions target.

This could open the door to a new generation of plug-in hybrid vehicles with extended electric range but a combustion engine as backup for long-distance journeys.

Environmental groups have reacted angrily to reports of a climbdown. Colin Walker, head of transport at the Energy and Climate Intelligence Unit, said weakening the rules would keep European households “stuck driving dirtier and more expensive petrol cars for longer” and slow the transition to electric vehicles.

Some manufacturers, including Volvo and Polestar, have also criticised calls to soften the ban, warning that policy uncertainty could hand an advantage to Chinese electric vehicle makers that are already scaling rapidly.

A spokesperson for the European Commission said the 2035 deadline was still under discussion, adding that commission president Ursula von der Leyen had acknowledged growing calls for “more flexibility” on CO₂ targets.

Alongside any changes to the ban, the commission is expected to propose new incentives to support the production and purchase of small, affordable electric vehicles made in Europe, as part of a broader effort to counter rising imports from China.

The debate highlights deep divisions within the EU over how fast the transition away from fossil-fuelled cars should happen, balancing climate targets against industrial competitiveness, jobs and consumer demand as the bloc charts its automotive future.

Read more:
EU set to soften 2035 petrol and diesel car ban amid political pressure