Business

Tangible, a fintech platform focused on helping hardtech companies access and manage structured debt financing, has raised a $4.3 million seed round as it looks to modernise how capital-intensive businesses fund growth.

The round was led by Pale Blue Dot, with participation from MMC, Future Positive Capital, Unruly, SDAC, Prototype Capital and Aperture. The funding will be used to scale Tangible’s team and deepen automation across its platform.

Hardtech companies, spanning sectors such as energy, transport, advanced manufacturing and compute infrastructure, are increasingly seen as central to tackling some of the biggest macroeconomic challenges of the coming decades. BlackRock estimates that $68 trillion of new infrastructure investment will be required by 2040 to meet global demand.

Yet despite renewed interest in physical innovation, financing remains a major bottleneck. Traditional venture capital models often struggle to support asset-heavy businesses, which typically require large amounts of upfront capital. As a result, many early-stage hardtech companies rely on expensive equity funding to finance capital expenditure, increasing dilution and, in some cases, threatening long-term viability.

At the same time, private credit, now a $3.5 trillion market, is increasingly well positioned to meet this demand. However, deploying debt capital efficiently into hardtech remains complex and resource-intensive, particularly for lenders reliant on bespoke documentation and manual processes.

Tangible was founded to address this gap. Its AI-powered platform standardises the data, documentation and ongoing reporting required by lenders, reducing underwriting time and costs while enabling founders to run structured debt facilities without building in-house finance teams.

Hampus Jakobson, general partner at Pale Blue Dot, said: “Most of the innovations shaping the future, from vehicles and data centres to robotics, are fundamentally physical, and they shouldn’t be financed by venture equity alone. Tangible opens up new financing options for hardtech businesses, and we strongly believe in the team’s vision to bridge this structural gap.”

William Godfrey, co-founder and chief executive of Tangible, said demand for physical assets was accelerating as governments and businesses push reindustrialisation, energy security and technological sovereignty. “As hardtech companies scale at speed, investors need modern infrastructure to deploy capital just as fast,” he said.

“Legacy processes based on bespoke documentation and manual coordination no longer cut it. Tangible provides the financial infrastructure that makes hardtech easier to diligence for institutional credit, allowing companies to raise asset-backed financing faster and with less friction.”

The company said the new funding would support the build-out of automation across collaboration, diligence and reporting workflows, helping to reduce transaction costs and shorten time-to-close for both founders and lenders.

For hardtech firms facing mounting capital pressures, Tangible is positioning debt as a viable alternative to either heavy dilution, or failure.

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Tangible raises $4.3m seed round to unlock scalable debt finance for hardtech firms

The chief constable of Norfolk Police has called for tougher and faster punishments for repeat shoplifters, warning that persistent offenders are not being deterred by the current system.

Paul Sanford said shoplifting was one of the few crimes in the county that continued to rise, and expressed frustration at delays in the courts.

Speaking on BBC Radio Norfolk, Sanford said: “There’s big delays in our court system and I will share my frustration that sometimes I don’t think these persistent offenders are getting the deterrent sentence they need.

“We do have a problem with repeat offenders coming back to stores time and time again and we do need some concerted effort to tackle them and stop their offending.”

According to the Office for National Statistics, 6,382 shoplifting offences were reported to Norfolk Police in the 12 months to June 2025, up from 5,211 in the previous year.

Sanford revealed that the force had recently dealt with a man who admitted 23 counts of shoplifting, a woman in Breckland arrested 43 times since 2022, and a Norwich offender arrested 25 times in the past 20 months.

“We’re catching them, we need the rest of the system to catch up,” he said.

Sanford said the government’s ongoing sentencing review was “critically important”, arguing that chronic backlogs in the courts were undermining efforts to curb repeat offending.

“When theft is accompanied by violence, threats or intimidation, we will come down hard,” he added. “But we need the court system to move faster.”

The force has been using CCTV as a primary source of evidence in shoplifting cases, alongside facial recognition technology to identify suspects. For the most prolific offenders, Norfolk Police has applied for criminal behaviour orders, enabling courts to ban individuals from specific town centres or retail areas.

Sanford also pointed to the resale of stolen goods, including bulk thefts from supermarkets, as a continuing driver of offending.

Retailers have reported sustained losses from shop theft in recent years, with staff often facing abuse and intimidation. Sanford said he had the “utmost sympathy” for shop workers dealing with repeat offenders.

Norfolk Police has advised retailers to strengthen security by maintaining visible customer service presence, mapping theft hotspots within stores, training staff to identify suspicious behaviour and ensuring shop floors are kept tidy to reduce opportunities for concealment.

A spokesperson for the Ministry of Justice said reforms were under way to speed up justice and strengthen community-based penalties. “We now have new laws giving tougher community restrictions, including the biggest ever expansion in tagging and the use of restriction zones,” they said.

The ministry added that investment and procedural reforms were being introduced to modernise the courts and tackle inefficiencies.

For police forces such as Norfolk, however, the message is clear: without swifter sentencing and stronger deterrents, repeat shoplifting is likely to remain a stubborn and rising challenge on the High Street.

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Norfolk police chief calls for tougher penalties for prolific shoplifters

Lloyds Banking Group has announced plans to close a further 95 High Street branches, as the UK’s largest banking group continues to scale back its physical network in response to falling in-branch usage.

The closures will affect 53 Lloyds Bank sites, 31 Halifax branches and 11 Bank of Scotland locations between May this year and March 2027.

The latest move comes in addition to an existing programme that will see 49 branches close by October. Once all announced closures are complete, Lloyds Banking Group will operate 610 branches nationwide.

A spokesperson for the group said: “Customers want the freedom to bank in the way that works for them, and we offer more choice and ways to manage money than ever before.” The bank said more than 21 million customers now use its mobile app as their primary method of banking.

The decision reflects a wider industry trend, as digital banking adoption accelerates and footfall in physical branches declines. Increasing numbers of services, from account management to mortgage consultations, are now offered online or remotely.

The announcement follows a similar move by Santander UK, which recently confirmed it would close 44 more branches, putting nearly 300 jobs at risk.

In contrast, the UK’s largest building society, Nationwide Building Society, has pledged to keep all 696 of its branches open until at least 2030, although it has reduced its estate in the past.

Banking hubs, shared spaces where multiple banks provide in-person services, are being rolled out in some areas, but the pace of openings remains slower than the rate of branch closures.

The closures span towns and cities across England, Wales and Scotland, including sites in Birmingham, Bristol, Cardiff, London, Manchester, Glasgow, Aberdeen and Swansea, among others.

Critics of branch closures argue that vulnerable and elderly customers risk being excluded as services move online. Banks, however, maintain that they are adapting to customer demand and investing heavily in digital infrastructure.

With more than 21 million customers now primarily banking via smartphone, Lloyds’ latest decision underscores the structural shift reshaping the UK’s retail banking landscape, and the continuing retreat of traditional High Street branches.

Full list of closures

Lloyds Bank – Aberdare
Lloyds Bank – Altrincham
Lloyds Bank – Birkenhead
Lloyds Bank – Birmingham, Blackheath
Lloyds Bank – Birmingham, Bordesley Green
Lloyds Bank – Birmingham, Highters Heath
Lloyds Bank – Birmingham, Upper Kingstanding
Lloyds Bank – Bournemouth
Lloyds Bank – Bristol, Fishponds
Lloyds Bank – Cardiff, Victoria Park
Lloyds Bank – City of London, Cheapside
Lloyds Bank – Clevedon
Lloyds Bank – Coalville
Lloyds Bank – Crowborough
Lloyds Bank – Daventry
Lloyds Bank – Didcot
Lloyds Bank – Ebbw vale
Lloyds Bank – Golders Green
Lloyds Bank – Heswall
Lloyds Bank – Hinckley
Lloyds Bank – Hoddesdon
Lloyds Bank – Honiton
Lloyds Bank – Horncastle
Lloyds Bank – Hull, Hessle Road
Lloyds Bank – Hull, Ings Road
Lloyds Bank – Kingswinford
Lloyds Bank – Lancaster
Lloyds Bank – Llangefni
Lloyds Bank – London, Camberwell
Lloyds Bank – London, Fitzrovia
Lloyds Bank – London, London Bridge
Lloyds Bank – London, Streatham
Lloyds Bank – London, Victoria
Lloyds Bank – London, West End
Lloyds Bank – Lymington
Lloyds Bank – Moreton-in-Marsh
Lloyds Bank – Newmarket (Suffolk)
Lloyds Bank – Norwich, Aylsham Road
Lloyds Bank – Reading, Woodley
Lloyds Bank – Redhill
Lloyds Bank – Ringwood
Lloyds Bank – Sevenoaks
Lloyds Bank – Southam
Lloyds Bank – Staines-upon-Thames
Lloyds Bank – Stoke-on-Trent, Longton
Lloyds Bank – Street (Somerset)
Lloyds Bank – Swansea, Winch Wen
Lloyds Bank – Tewkesbury
Lloyds Bank – Uttoxeter
Lloyds Bank – Wareham
Lloyds Bank – Wednesbury
Lloyds Bank – West Byfleet
Lloyds Bank – Wolverhampton, Tettenhall
Halifax – Ashington
Halifax – Ashton-under-Lyne
Halifax – Billingham
Halifax – Bognor Regis
Halifax – Bridgend
Halifax – Cardiff, Roath
Halifax – Chichester
Halifax – Chorley
Halifax – Croydon
Halifax – Cwmbran
Halifax – Doncaster, Armthorpe
Halifax – Ellesmere Port
Halifax – Goole
Halifax – Greenford
Halifax – Halesowen
Halifax – Horsham
Halifax – Leeds, Bramley
Halifax – Liverpool, Hunts Cross Shopping Park
Halifax – London, Hammersmith
Halifax – London, Pentonville
Halifax – London, Surrey Docks
Halifax – Manchester, Didsbury
Halifax – Mexborough
Halifax – Nottingham, Beeston
Halifax – Nottingham, West Bridgford
Halifax – Shipley
Halifax – Skelmersdale
Halifax – Southgate
Halifax – Sutton Coldfield
Halifax – Thornaby-on-Tees
Halifax – Torquay, Lymington Road
Bank of Scotland – Aberdeen, Bridge Of Don
Bank of Scotland – Balivanich
Bank of Scotland – Blairgowrie
Bank of Scotland – Broughty Ferry
Bank of Scotland – Glasgow, Baillieston
Bank of Scotland – Haddington
Bank of Scotland – Kelso
Bank of Scotland – Lochgilphead
Bank of Scotland – Penicuik, John Street
Bank of Scotland – Rutherglen
Bank of Scotland – Stonehaven

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Lloyds Banking Group to close 95 more branches across UK

In today’s competitive environment, time efficiency and reliability are critical for UK businesses—particularly when it comes to corporate travel.

With international trade, investor meetings, and client-facing roles requiring frequent flights, airport transfers have become an operational detail that can directly influence productivity and professionalism.

For business travellers across the UK, the journey to and from the airport is no longer just a routine transfer. It is part of the wider business experience. Increasingly, SMEs are recognising that choosing the right Airport Taxi solution can reduce stress, improve punctuality, and support smarter travel management.

The Hidden Cost of Poor Airport Transport Planning

Missed pickups, last-minute cancellations, surge pricing, and unreliable availability can all disrupt carefully planned business schedules. Searching for a Taxi Near Me just hours before departure may work occasionally, but for executives heading to important meetings, uncertainty is not an option.

Public transport delays, airport parking fees, fuel costs, and lost preparation time all add up. For SMEs managing tight budgets, these inefficiencies are more than inconvenient—they affect both financial performance and professional reputation.

Pre-booked airport taxi services provide structure and predictability. With fixed pricing models, scheduled pickups, and professional drivers, businesses gain greater control over both time and cost.

Why Reliability Matters for Business Travellers

Corporate travel rarely happens during convenient hours. Early departures from Heathrow, late-night returns into Manchester, or tight connections through Birmingham require dependable planning.

Dedicated airport taxi providers monitor flights, adjust for delays, and operate on confirmed bookings rather than availability algorithms. This reliability allows professionals to focus on preparing for meetings rather than worrying about transport logistics.

For client-facing businesses, dependable airport transfers also reflect organisational competence. Arranging a professional airport taxi for visiting partners or investors reinforces credibility from the moment they arrive.

Cost Transparency and Administrative Simplicity

Expense reporting and cost visibility are ongoing priorities for finance teams. Unlike on-demand ride services that fluctuate in price, structured airport taxi platforms provide clearer pricing frameworks and digital documentation.

Many UK businesses are now using trusted airport taxi partners like Cabhit to centralise bookings and simplify travel management. Platforms such as Cabhit allow companies to compare options, pre-book journeys, and ensure consistent service standards across major UK airports.

This approach not only reduces administrative friction but also creates predictable travel expenses—an important factor for growing SMEs.

Supporting Productivity and Employee Wellbeing

Business travel can be physically demanding. Long security queues, flight delays, and tight itineraries leave little room for added stress. Reliable airport taxi services provide door-to-door transport, enabling professionals to work during the journey or simply recharge before important meetings.

Reducing uncertainty around airport transfers supports employee wellbeing, particularly for senior staff or frequent travellers. Over time, these small operational improvements contribute to higher overall productivity.

Sustainability and Smarter Corporate Travel

As sustainability becomes a strategic priority for UK businesses, transport decisions are also under scrutiny. Many airport taxi providers are incorporating fuel-efficient and low-emission vehicles into their fleets.

By planning journeys more efficiently and reducing unnecessary mileage, structured airport transfers can contribute to broader corporate responsibility goals without compromising convenience.

A Strategic Detail That Delivers Tangible Benefits

Airport transfers may appear to be a minor operational consideration, but for SMEs focused on growth, reputation, and efficiency, they play a meaningful role. Reliability, cost control, and professionalism are not luxuries—they are competitive advantages.

For UK SMEs and regular corporate travellers alike, choosing the right airport taxi partner can improve punctuality, reduce travel stress, and make every business journey more productive.

Read more:
How Smart Airport Taxi Solutions Improve Business Travel Efficiency for UK SMEs

For many people thinking about trying LED light therapy, the biggest question is simple: what actually happens during a session?

Knowing what to expect ahead of time can make the experience feel much more comfortable, reduce any uncertainty, and help you set realistic expectations for your results.

Starting With a Consultation

Most LED light therapy treatments begin with a brief consultation. During this first step, the practitioner will talk with you about your goals and what you hope to improve. They may ask about your medical history, current medications, and any existing skincare concerns. This conversation helps ensure the treatment is appropriate for you and allows the provider to recommend the best approach based on your needs.

Preparing for the Session

Once your consultation is complete, the treatment itself is very simple. The practitioner will guide you to a comfortable treatment area where you can lie back and relax. The LED device is then positioned over the area being treated. This might include the face, neck, chest, or another targeted area depending on your concerns and goals.

In most cases, no complicated preparation is required. The focus is on comfort, relaxation, and making sure the device is properly aligned so the light reaches the treatment area evenly.

During the Treatment

Once the LED device is in place, the session begins. Most clients spend around 20 to 30 minutes resting while the light is delivered. Many people describe the experience as calm and soothing. There is no pressure, pulling, or discomfort involved, which is why LED light therapy is often viewed as a gentle option compared to more intensive treatments.

Clients typically spend the session simply relaxing. Some people listen to music, meditate, or just enjoy a quiet moment while the treatment runs.

Recommended Treatment Schedule

For the best results, LED light therapy is usually done as a series rather than a one-time appointment. Most people begin with weekly sessions for a period of time. After that, clients often move into a maintenance schedule with sessions every few weeks to help support ongoing results.

This gradual schedule is common because LED therapy works over time. Consistency plays an important role in helping clients get the most benefit from their sessions.

After the Session

One of the biggest advantages of LED light therapy is how easy it is to fit into a normal routine. There is typically no downtime, and most clients can return to their daily activities immediately after the session. Unlike more aggressive skincare procedures, LED light therapy does not usually require recovery time or special aftercare.

Because the treatment is gentle and non-invasive, many people choose it specifically for its convenience and comfort.

Conclusion

LED light therapy treatment sessions are straightforward, relaxing, and easy to schedule into everyday life. With a simple consultation, a comfortable 20 to 30 minute session, and a consistent treatment plan, clients can feel confident knowing the process is designed to be convenient and stress-free.

Read more:
What to Expect From LED Light Therapy Treatment Sessions

Mark Stephen McCollum is a respected name in the automotive world, with over 35 years of hands-on experience. Born and raised in Conroe, Texas, he grew up in a close family and learned early the value of hard work.

He studied business finance at Lon Morris College and Texas A&M University, building a foundation that would carry him through a long and successful career.

Mark worked his way up from the ground floor, starting in dealership operations before taking on senior leadership roles. He served as General Manager at Sonic Automotive and later became Market President at AutoNation, the largest automotive retailer in the United States. There, he oversaw 22 franchises across 18 rooftops, managing over $1.5 billion in revenue.

His approach to leadership is straightforward—prioritise people, stay close to the work, and make decisions based on real-world experience. Mark believes that trust and culture drive performance more than numbers alone.

More recently, he founded Automotive IntelliQence, a software company helping dealers use data to make smarter decisions without losing the human touch. He remains active in mentoring others and giving back to his community, supporting the Centre for Child Protection in Austin.

Whether leading large teams or building new tools for the industry, Mark Stephen McCollum stands out as a thoughtful, steady leader who knows the business inside and out.

Mark, take us back to the beginning—how did you first get started in automotive retail?

I started in dealerships not long after finishing at Texas A&M and Lon Morris College, where I studied business finance. I grew up in Conroe, Texas, in a working family where getting stuck in and figuring things out for yourself was the norm. I didn’t have a big plan, but I was drawn to the energy of retail. Once I got inside a dealership and saw how everything worked—from sales to service—I was hooked.

Back then, I was the guy who showed up early, stayed late, and asked questions. I wanted to understand every part of the business, not just my lane. That helped me move up quickly.

What were some early lessons you learned on the ground?

Don’t assume you know more than the people doing the work. I remember early on, I tried to change a service process without speaking to the technicians. It backfired. They knew the process better than I did. From then on, I always walked the floor, asked questions, and listened before making decisions. That approach served me well throughout my career.

You eventually became Market President at AutoNation. What was that like?

That role was intense—in a good way. I was responsible for 22 franchises across 18 rooftops, managing more than $1.5 billion in annual revenue. Every day was different. You’d be talking strategy one minute and solving a customer issue the next. But at that scale, the challenge is consistency. You need systems, yes, but you also need strong local leadership and a clear culture.

I made it a point to spend time in the stores, not just behind reports. When you’re dealing with thousands of employees and customers, the only way to keep things on track is to stay connected to the people. It’s not glamorous, but it’s effective.

After decades in operations, you moved into tech. What led to the founding of Automotive IntelliQence?

Over the years, I kept seeing the same issue: dealers had tons of data, but they weren’t using it in a way that helped their people make better decisions. I wasn’t looking to build the next shiny dashboard—I wanted to build tools that worked in the real world.

Automotive IntelliQence came from that. It’s about giving frontline teams the insights they need without adding friction. The aim wasn’t to replace people—it was to support them. I believe tech should fit into the flow of work, not disrupt it.

What changes in the auto industry have surprised you most?

Honestly, I’m surprised by how quickly digital retail has been embraced on the surface—and how slowly it’s being implemented underneath. There’s a difference between offering online car sales and actually integrating digital into how your team works.

There’s also a growing gap between customer expectations and dealership processes. People want transparency and speed, but many systems are still clunky. That’s where smart tools, better training, and leadership make the difference.

What was one of the hardest leadership challenges you’ve faced?

Hiring the wrong leadership team in a new market. They looked great on paper—impressive backgrounds, polished resumes. But culturally, it was a mismatch. Morale dipped, and turnover followed. I had to step back in, reset expectations, and rebuild the team from scratch.

That experience taught me that values alignment matters more than experience. You can train skills, but you can’t train character. Since then, I’ve always hired with that in mind.

How do you define success at this point in your career?

It’s changed a lot. In the beginning, success meant numbers—hitting goals, earning promotions, growing revenue. These days, I think about legacy. Did I help someone grow in their role? Did I build something that lasts? That’s success to me now.

Also, balance matters. I used to run myself into the ground. Now, I make time for golf, family, and quiet mornings. You can’t lead others if you’re running on empty.

What advice would you give to someone starting their career in this industry?

Start by listening. Spend time learning how the business really works—on the ground, not just in reports. Show up early, stay curious, and help solve problems. And when you make a mistake—and you will—own it. That’s how you earn trust.

Also, don’t chase titles. Chase value. If you consistently create value for others, the titles and promotions will follow.

Looking ahead, what do you think the future of auto retail looks like?

I think we’ll see a mix of high-tech and high-touch. Customers want efficiency, but they still want trust. The dealerships that succeed will be the ones that blend the two well—using tech to remove friction, and people to build relationships.

And leadership will matter more than ever. You can’t automate culture. That still comes down to who’s in the room and how they lead.

Final thoughts?

Show up. Stay grounded. Don’t stop learning. That’s what’s worked for me—and it still does.

Read more:
What Mark Stephen McCollum Has Learned from 35 Years in Automotive

PDF conversion often looks like a technical step that happens at the end of a task. In practice, it shapes how documents get read, shared and reused.

A poorly converted PDF creates friction long after the file leaves the editor. Layout breaks, missing text and compatibility issues usually trace back to small oversights made during conversion. Knowing where these mistakes appear helps keep documents clear, stable and professional.

1. Unclear Purpose for the Converted File

Problems appear when the role of the PDF remains undefined. Some documents require ongoing edits, while others serve as a fixed version for distribution or submission. Treating both cases the same introduces unnecessary rework and delays.

When a file reaches its finished state, it makes sense to convert to PDF once content and structure are complete. Keeping an editable original alongside the published version preserves flexibility without affecting stability.

2. Poor Source File Preparation

Many conversion issues originate in the source file rather than the PDF itself. Inconsistent fonts, manual spacing and mixed formatting styles pass directly into the converted document. Since conversion tools preserve the existing structure, these issues remain visible instead of resolving automatically.

Basic preparation improves outcomes significantly. Standardised styles, consistent spacing and clearly defined sections create a predictable layout before conversion begins. This foundation reduces layout shifts, prevents formatting drift and produces a PDF that reflects the document’s intended structure.

3. Mismatch Between Content and Page Layout

Different file types behave unpredictably once placed into a fixed page format. Long tables, wide spreadsheets and multi-column layouts often exceed page limits, which causes content to compress, break or shift in unintended ways.

Small layout adjustments improve conversion results. Margin settings, page orientation and column width benefit from review before conversion begins. Content designed for scrolling or flexible screens rarely transfers cleanly to a static page without these changes, which makes early layout planning essential.

4. Text Loss in Scanned Documents

Scanned files often appear complete but lack selectable text. Without text recognition, PDFs become image files that limit search, editing and copying. Applying OCR during conversion restores usability. This step turns visual documents into functional ones without altering appearance.

5. Disappearing Interactive Elements

Forms, hyperlinks and annotations may vanish during conversion if settings do not account for them. A document that once collected input can become static. When interactivity matters, conversion options should preserve these elements. Rebuilding forms afterwards wastes time and increases the risk of errors.

6. Excessive File Size

Large PDFs introduce friction during sharing and long-term storage. Oversized images, embedded media and unused elements increase loading time and often exceed email or platform limits, which delays distribution and access.

Careful optimisation improves usability. Adjusted image resolution, compressed assets and removal of unnecessary components reduce file weight while preserving readability. A balanced file size supports faster delivery and smoother use across everyday workflows.

7. Inconsistent Behaviour Across Devices

A PDF that appears correct on one screen may behave differently elsewhere. Fonts, spacing and page flow can shift between desktop and mobile views. Testing on multiple devices confirms consistency. This step matters when documents reach external recipients with varied setups.

8. Overreliance on Default Conversion Settings

Default settings favour speed over accuracy and rarely reflect the needs of complex documents. Important details such as layout behaviour or font handling may not receive proper attention.

Adjusting options to match content type improves results. Text-heavy reports, forms and image-based files benefit from settings chosen with their purpose in mind.

9. Missing Security Controls

Sensitive information often passes through conversion without protection, which allows files to circulate beyond their intended audience. Permissions and access limits define how a document can be viewed, edited or shared. Applying these controls during conversion reduces risk and supports secure document handling.

10. No Final Review Before Sharing

Files often get shared as soon as conversion finishes, even though small issues remain easy to miss at that stage. A brief final check helps confirm layout accuracy, text clarity and element placement before the document reaches recipients, which prevents avoidable confusion and follow-up corrections.

A Simple Way to Reduce Most Conversion Errors

Many mistakes stem from the same habit: rushing conversion as a background task. A short checklist helps avoid this:

Review and clean the source file.
Confirm the document’s purpose.
Adjust conversion settings for content type.
Check the PDF on more than one device.

This approach shifts conversion from an automatic step to a controlled decision point. When each check aligns with the document’s role, errors surface early and files reach recipients in a usable, consistent state.

When Conversion Supports the Workflow

Treating conversion as a deliberate stage in document handling improves reliability. Most issues stem from unclear intent, weak preparation or skipped checks rather than the format itself.

With the right approach, files remain stable, readable and consistent across devices and use cases. When conversion supports workflow goals instead of interrupting them, documents keep their value long after they leave the editor.

Read more:
Top 10 PDF Conversion Mistakes (And How to Fix Them)

Children are routinely exposed to adverts for weight-loss injections, diet products and cosmetic procedures online, according to a new report by Dame Rachel de Souza, who has called for tougher regulation of social media platforms.

The report, based on a survey of 2,000 children aged 13 to 17 alongside focus groups, found that young people were being “bombarded” with content promoting body transformation, despite restrictions on certain types of advertising.

Respondents reported seeing ads for weight-loss drugs and diet products, as well as skin-lightening treatments, some of which are illegal to sell in the UK. Others described beauty and cosmetic content, including promotions for lip fillers and aesthetic procedures, as “unavoidable” across major social media platforms.

Dame Rachel said the content was “immensely damaging” to young people’s self-esteem and urged ministers to consider a ban on targeted social media advertising to children.

“We cannot continue to accept an online world that profits from children’s insecurities and constantly tells them they need to change,” she said. “Urgent action is needed to create an online environment that is truly safer by design.”

The findings come amid the rollout of the Online Safety Act, which aims to make the internet safer for users, particularly children, by placing duties on platforms to remove harmful material quickly.

Dame Rachel’s report suggests amending the Act to introduce a clearer “duty of care” obliging platforms to prevent children from being shown body-image related advertising in the first place. She also recommended changes to Ofcom’s Children’s Code of Practice to explicitly protect young users from “body stigma” content.

Ofcom said such material is already covered under its existing code. “Body stigma content can be incredibly harmful to children, which is why our rules require sites and apps to protect children from encountering it and to act swiftly when they become aware of it,” a spokesperson said. The regulator added it would not tolerate technology firms “prioritising engagement over children’s online safety”.

The commissioner also called for stronger enforcement of rules governing the online sale of age-restricted products and suggested the government consider limiting children’s access to certain social media platforms altogether.

Dr Peter Macaulay, senior lecturer in psychology at the University of Derby, said restricting advertising to children was a necessary step but not sufficient on its own. “We also need stronger platform accountability, improved enforcement of age-appropriate design standards and better education to help children critically navigate online pressures,” he said.

A government spokesperson said ministers had always been clear that the Online Safety Act was “not the end of the conversation” and confirmed that a national consultation had been launched on further measures, including the possibility of banning social media use for under-16s.

The debate highlights growing concern among policymakers about the commercial drivers behind youth-facing content, as platforms face mounting pressure to demonstrate that their business models do not undermine children’s mental health.

Read more:
Children ‘bombarded’ with weight-loss drug ads online, commissioner warns

Plant-based drinks maker Oatly has lost a long-running legal fight over its use of the word “milk” in marketing, after the UK Supreme Court ruled that it cannot trademark or use the slogan “post-milk generation” in connection with dairy alternatives.

The case, brought by Dairy UK, centred on whether the term “milk”, which is protected under EU-derived food labelling rules still in force in the UK, can be used in a trade mark for plant-based products.

On Wednesday, the UK Supreme Court upheld an earlier Court of Appeal ruling that “milk” is a reserved term that can only refer to animal-derived products. Judges said the phrase “post-milk generation” could confuse consumers about whether Oatly’s products were entirely milk-free or merely contained reduced levels of dairy.

The decision reinstates the original position of the UK Intellectual Property Office (UKIPO), which had refused Oatly’s 2021 trade mark application.

Oatly’s UK and Ireland general manager, Bryan Carroll, criticised the outcome, calling it “a way to stifle competition” that creates “an uneven playing field for plant-based products that solely benefits Big Dairy”.

Under the ruling, Oatly must cancel its UK trade mark registration for “POST MILK GENERATION” and cannot use the phrase to market dairy-free alternatives. However, because the regulation applies only to food products, the company is still permitted to sell pre-existing merchandise such as T-shirts bearing the slogan.

The dispute reflects a broader regulatory framework under which certain food designations, including milk, cheese, butter and yoghurt, are legally reserved for animal-derived products. Although the UK has left the EU, the relevant regulation continues to apply as “assimilated law”.

Richard May, partner at law firm Osborne Clarke, said the ruling confirms the UK’s alignment with EU standards. “The key principle is straightforward: if a product is not derived from animal milk, it cannot be marketed using reserved dairy designations such as ‘milk’ or ‘cheese’,” he said.

Laurie Bray, senior associate and trade mark attorney at Withers & Rogers, said the judgment was decisive. “It has taken the highest court in the land to decide once and for all whether a plant-based milk alternative can be branded as ‘milk’. The outcome is not what Oatly was hoping for,” she said.

Bray added that the ruling may prompt Dairy UK or its European counterparts to challenge Oatly’s EU trade mark registrations covering similar wording.

The case comes amid growing debate across Europe over the labelling of plant-based foods. Last year, the European Parliament voted to tighten rules on the use of terms such as “oat milk” and “veggie burger”, although the measures have yet to be formally adopted.

European farming groups argue that such terms mislead consumers and dilute established product definitions. Environmental campaigners and alternative protein producers, by contrast, have warned that overly restrictive labelling harms innovation and sustainability goals.

For UK plant-based brands, the Supreme Court’s decision sends a clear signal. While factual descriptors such as “dairy-free” remain permissible, the use of protected dairy terminology in branding or trade marks is likely to face legal challenge.

The ruling marks the end of a protracted dispute for Oatly, and underscores how regulatory definitions can shape the fast-growing plant-based food and drink market.

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Oatly loses ‘milk’ branding battle in UK Supreme Court

London-based Mozart AI has raised $6 million in an oversubscribed seed funding round led by Balderton Capital, as the startup looks to reshape how music is created in the age of artificial intelligence.

The fundraise follows a $1.1 million pre-seed round completed last summer, taking Mozart AI’s total funding to more than $7 million. The latest investment coincides with the launch of the company’s long-awaited mobile app and comes amid rapid early traction for its AI-powered “Generative Audio Workstation”.

Mozart AI is positioning itself as a creator-first alternative to legacy digital audio workstations, many of which have dominated music production since the 1990s. Its platform is designed to support everyone from professional producers refining chart-ready releases to bedroom musicians creating and sharing their first tracks online.

The company says more than 100,000 users signed up within two months of its beta launch in September, with over one million songs already created. Artists using the platform include producers and collaborators linked to A$AP Rocky, Avicii and Kodak Black, while some tracks created using the software have already surpassed 10 million streams on Spotify.

Alongside Balderton, the seed round attracted participation from Mercuri, EWOR and a group of high-profile angel investors including Eventbrite co-founder Kevin Hartz, Oscar-winning director Charles Ferguson and Frame.io founder Emery Wells.

The funding will be used to expand Mozart AI’s team, further develop its core technology and build on the viral momentum generated by its beta launch, ahead of a full public release.

Built by musicians, the platform combines traditional digital audio workstation functionality with AI-driven tools that assist rather than replace the creative process. Users can create music from scratch with AI support or generate tracks using prompt-driven “agentic” workflows.

Features include context-aware stem generation, real-time suggestions for MIDI progressions and drums, synth and effects creation, and the ability to remix sounds into new styles. Time-consuming production tasks such as quantisation and time stretching are handled automatically, while built-in video tools allow users to create and share music videos directly to social platforms.

Crucially, Mozart AI says artists retain full copyright over their work. The platform is built on commercially cleared third-party generative models, including those from ElevenLabs, which are trained exclusively on licensed material, enabling users to release and monetise their music without legal uncertainty.

Sundar Arvind, chief executive and co-founder of Mozart AI, said the company’s aim was to remove technical barriers without diluting artistic control. “Far from replacing creativity, AI is levelling up the adrenaline-filled process through which musicians compose and discover the right sounds,” he said. “We’re building toward a world where a spark of creativity can be turned into a release-ready, monetisable song in minutes.”

Industry figures echoed that sentiment. Ash Pournori, songwriter and former manager of Avicii, said the most successful AI music platforms would be those that empower rather than threaten artists. Meanwhile Umair Ali, producer for Kodak Black and Lil Baby, described Mozart AI as “an always-on sketchpad” that accelerates ideation without flattening the creative process.

Daniel Waterhouse, general partner at Balderton Capital, said the investment reflected a belief that AI tools must work with musicians, not against them. “Mozart AI enables artists to spend more time experimenting and iterating on ideas, rather than wrestling with clunky legacy software,” he said.

Founded by a team that blends musical and technical expertise, Mozart AI has moved from concept to premium product in less than a year. With fresh funding secured and a growing user base, the company is now betting that its artist-led vision can help define the next generation of music technology.

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