Business

The Crown Estate has reported a record £1.1 billion in net revenue profit for the second consecutive year, thanks largely to a surge in offshore windfarm “option fees” paid by developers. However, the King’s property company has warned this windfall will soon pass, with profits expected to “normalise” from 2026.

The bumper profits were driven by payments from energy companies who secured leases to build six new offshore windfarms in January 2023. These projects—three in the North Sea and others off the coasts of Cumbria, Lancashire and North Wales—could eventually power eight million homes.

Until construction begins, the developers are required to pay annual option fees to the Crown Estate. These payments helped lift net revenue profit to a record £1.1bn in the financial year ending March 2025, matching last year’s record-breaking figure. However, the estate noted that excluding these extraordinary windfarm revenues, core profits were £366 million.

“We always knew the boost to our profits due to offshore wind leasing option fees from round four was short-term,” said Dan Labbad, chief executive of the Crown Estate. “We expect this year to be the high point for these returns before our net revenue profits normalise and move to more steady growth.”

The Crown Estate, which manages an extensive portfolio including central London property and the UK’s seabed, pays all profits to the Treasury. A portion of these profits—historically 25 per cent—is returned to the royal family in the form of the sovereign grant. This has since been reduced to 12 per cent to reflect the increase in Crown Estate earnings from offshore wind.

In the 2025-26 financial year, the royal family is set to receive £132.1 million from the sovereign grant, up from £86.3 million in previous years. This rise is based on earnings from two years ago, when the first wave of windfarm fees began to inflate the estate’s returns. The Treasury will next review the sovereign grant formula in 2026.

Elsewhere in the portfolio, the value of the Crown Estate’s central London holdings rose for the first time since the pandemic. Its West End real estate, including Regent Street, was valued at £7.1 billion—driven by strong demand for high-quality office space and a limited supply of prime real estate.

However, the estate’s overall net asset value fell by £500 million to £15 billion, largely due to a drop in the value of seabed holdings as the lucrative option fees phase out.

Despite this, Labbad said the Crown Estate remains well-positioned for the long term, highlighting a new partnership with his former employer, Lendlease, to develop major housing and innovation projects in London and Birmingham. Critics have questioned the tie-up given Lendlease’s delays on previous projects, but Labbad said the Crown Estate is well-placed to “unlock complexity at scale” in developments such as Euston, Thamesmead, and Silvertown.

“Given the housing shortage and the need for more life sciences space nationally, it’s very important these schemes come to fruition,” he added.

Read more:
Crown Estate matches record profits on windfarm windfall but warns boom is temporary

Senior UK industry figures have issued a stark warning over the government’s new packaging tax, branding it “horrific” and economically damaging.

The finalised Extended Producer Responsibility (EPR) scheme, published by the Department for Environment, Food and Rural Affairs (Defra) on Friday, will make producers pay the cost of recycling their packaging from October.

Though the final fees are slightly lower than previous projections, business leaders across the retail, hospitality and food and drink sectors argue the levy will force companies to pass costs on to consumers or move operations abroad.

In a rare joint statement, lobby groups for the glass, pubs, whisky, wine, spirit and hospitality industries accused the government of ignoring repeated warnings from businesses. “The current EPR design does not meaningfully support the delivery of a circular economy, and adds a significant additional cost to businesses who use glass,” they said.

The British Retail Consortium (BRC), which had urged a delay, estimated the EPR would cost retailers £2 billion, just months after a £5 billion hit from employer national insurance hikes. “It’s inevitable this will add pressure on prices, adding to inflation,” said Andrew Opie, director of food and sustainability at the BRC.

Originally announced by the previous Conservative government, the EPR charges are intended to fund recycling efforts via local councils. Following criticism, Defra confirmed that revenue from the scheme will now be ringfenced exclusively for recycling, a move welcomed by the BRC and the Food and Drink Federation.

However, critics say the updated fees still disproportionately impact glass users. Although glass is taxed at a lower rate per tonne than plastic or aluminium, its heavier weight makes it more expensive in practice.

William Fugard, CEO of soft drink brand Gusto Organic, warned the policy would force his business to shift production from UK-made glass bottles to aluminium cans sourced from the EU. “This tax is symptomatic of a total disconnect in government policy around health, food security and inflation,” he said. “It’s a rotten piece of policy, ill thought out and serves only to raise money for the Treasury.”

Fugard also criticised the lack of support for small businesses, accusing the government of favouring multinational corporations. “DEFRA, in all their wisdom, have not supported SMEs with this tax as they said they would. There are no exemptions for small and medium-sized enterprises,” he told City AM.

He added that the EPR could lead to fewer consumer choices and higher prices, while damaging export-driven firms already grappling with rising costs and regulatory burdens.

With its October launch approaching, the EPR has become another pressure point for UK businesses, already strained by rising wage costs and looming additional taxes. Industry leaders are now calling on ministers to rethink the scheme or risk stifling British manufacturing and innovation at a critical time.

Read more:
Industry chiefs sound alarm over ‘horrific’ packaging tax threatening UK businesses

Tech companies including Google, Amazon, Microsoft and Palantir proposed a range of futuristic—and controversial—ideas for managing UK offenders at a closed-door meeting with the justice secretary, it has emerged.

According to minutes seen by The Guardian, representatives from over two dozen technology firms met with Justice Secretary Shabana Mahmood and Prisons Minister James Timpson in London last month. The Ministry of Justice (MoJ) is seeking “innovative” ways to address the crisis of overcrowded prisons and stretched probation services. One radical idea raised was the use of subcutaneous implants to track offenders in real time.

Other suggestions included using robots to manage prisoners, AI-powered rehabilitation assistants, and autonomous vehicles to transport inmates. Ministers framed the discussion as exploring what a “digital, data and technology-enabled justice system” might look like by 2050.

Mahmood reportedly told companies she wants “deeper collaboration between government and tech to solve the prison capacity crisis” and “scale and improve” offender tagging technologies to promote rehabilitation. The MoJ later said the session was intended to foster dialogue and not policy-setting.

Tech firms also floated the use of high-powered quantum computers to predict future criminal behaviour and automate sentencing calculations within the strained probation service. However, some at the meeting warned of “dystopian outcomes” if such tools were misapplied.

The meeting, hosted by the tech lobby group Tech UK, included representatives from IBM, Serco and tagging and biometric firms alongside major Silicon Valley players. Another session, dubbed an “innovation den”, is planned this week, where ministers will hear 20-minute pitches from technology companies.

Human rights groups expressed alarm at the proposals. “It is chilling to know that justice ministers have sat with the tech sector to discuss using robots to manage prisoners, implanting devices under people’s skin to track their behaviour, or using computers to ‘predict’ what they will do in future,” said Donald Campbell, director of advocacy at Foxglove, the non-profit that uncovered the meeting through a Freedom of Information request.

He added: “The idea that tech companies can produce tools to ‘predict’ crime has been discredited time and again – it is disappointing to see the MoJ so willing to listen.”

Mahmood has previously expressed openness to biometric surveillance tools, including gait recognition, which analyses people’s movement patterns to anticipate behaviour.

An MoJ spokesperson said: “As the public would rightly expect, we continue to explore technology that will help us cut crime, effectively monitor offenders and keep the public safe.”

Tech UK defended the initiative, saying it was part of efforts to “create a fairer, better and more effective justice system” and stressed that “transparency, accountability and public trust” must underpin any future use of technology.

Major tech companies involved—including Google, Amazon, Microsoft, IBM and Palantir—declined to comment on their involvement. Serco, which also attended the meeting, said: “We will not be commenting on this activity.”

Read more:
Tech giants propose under-skin tracking and AI policing in radical justice overhaul

Business leaders’ confidence in the UK economy has fallen sharply, as the full impact of government tax increases and rising cost pressures begins to take hold, according to the latest data from the Institute of Directors (IoD).

The Directors’ Economic Confidence Index — a key barometer of UK business sentiment — dropped to -53 in June 2025, down from -35 in May, marking a significant deterioration in optimism among company directors.

The survey found that investment intentions had suffered one of the steepest declines, with the net balance falling to -10 from 0 last month. Employers also cut back their hiring plans, with headcount expectations slipping from -1 to -10.

The IoD’s findings align with those of the British Chambers of Commerce (BCC), which recently reported that more than a third of its members were planning to reduce staffing levels in response to cost pressures. The data signals growing anxiety among business leaders over rising input costs, regulatory uncertainty, and tax burdens.

A major factor weighing on sentiment is the national insurance hike introduced in April by Chancellor Rachel Reeves, which saw employers’ contributions rise from 13.8% to 15%. This has added billions in labour costs for UK companies, particularly small and medium-sized businesses already navigating a volatile economic environment.

The increase in the national minimum wage has also intensified the pressure, particularly in labour-intensive sectors. Looking ahead, firms are bracing for further financial strain from the upcoming packaging tax and the government’s flagship employment rights overhaul — a wide-ranging reform package that ministers estimate will cost UK employers up to £5 billion in the coming years.

Anna Leach, chief economist at the IoD, said the recent slide in confidence reflected a tough balancing act for businesses. “Business leaders are finding economic conditions increasingly challenging, both as Autumn Budget tax measures take effect – particularly changes to national insurance, business and agricultural property relief – and from ever increasing global uncertainty,” she said.

While the government has recently launched a string of sector-focused strategies — including a long-term industrial strategy and new export trade plans — the IoD warned that rising costs were already undermining the UK’s attractiveness as a place to invest.

“The message coming through is that the tax increases unleashed on business have already undermined the industrial strategy’s ambition to make the UK the best country to invest anywhere in the world,” Leach added.

The IoD survey adds to a growing list of warnings from industry groups about the cumulative impact of policy changes on the UK’s business environment. As firms contend with tight margins, skills shortages, and geopolitical instability, many fear that confidence — and investment — may take time to recover.

Read more:
Confidence in short supply among bosses as tax hikes shake business outlook

Chancellor Rachel Reeves is preparing to unveil a reduction in the tax-free allowance for cash ISAs, as part of a broader move to channel household savings into London-listed firms and reinvigorate the UK’s capital markets.

According to the Financial Times, Reeves will use her Mansion House speech to announce a cut to the current £20,000 tax-free cash savings limit available under the Individual Savings Account (ISA) wrapper. While the total ISA limit is expected to remain unchanged, the shift will likely reduce how much savers can shelter in cash ISAs specifically.

The controversial reform is aimed at steering more of the UK’s estimated £300 billion in cash ISA holdings toward long-term investment in equities—particularly those listed in London. The Treasury hopes this will unlock fresh capital for UK businesses while potentially delivering better returns for savers over time.

Advocates of the move argue that cash ISAs, while popular, offer limited returns compared to stocks and shares ISAs, especially over the long term. Charles Hall, a longtime supporter of ISA reform, told City AM: “It makes sense for the Chancellor to address the limits on Cash ISAs to encourage savers to invest in products with higher returns. We should also ensure that taxpayers’ money is focused on encouraging investment in UK companies.”

The proposed change comes just a week after trading platform IG Group launched a “Save our Stock Market” campaign, which included a proposal to abolish cash ISAs altogether.

However, the policy is already facing stiff opposition from major investment and savings institutions. AJ Bell’s CEO Michael Summergill said he was “fundamentally opposed” to the cut and warned it would “negatively impact savers without achieving the desired effect of getting people investing.” AJ Bell’s research found that only 25% of savers would redirect extra funds into UK equities if the cash ISA limit were cut.

Sarah Coles, head of personal finance at Hargreaves Lansdown, echoed the concern, noting that cash ISAs often serve as a gateway product for new savers. “This is an issue which requires a carrot, not a stick, approach. We know through extensive research that the barriers to investing are behavioural, so it’s through encouragement and increased confidence that we will increase the number of retail investors.”

She warned that limiting how much can be moved from cash into stocks and shares ISAs could have the unintended consequence of reducing overall investment uptake.

The exact size of the reduction has not yet been confirmed. Reeves has previously said she would not lower the overall £20,000 ISA cap but has stopped short of ruling out changes to the cash component specifically.

If implemented, this would mark the biggest shake-up to the UK’s flagship tax-free savings product since its creation by Gordon Brown in 1999. The Treasury declined to comment.

Read more:
Reeves to cut cash ISA allowance in push to revive UK capital markets

The ninth day of the ongoing High Court trial between PPE Medpro and the Department of Health and Social Care (DHSC) turned attention to the government’s handling of surplus PPE stock—specifically, why no effort was made to repurpose or sell the £122 million-worth of gowns supplied by PPE Medpro.

Two expert witnesses, Andrew New for the DHSC and Igor Popovic for PPE Medpro, gave conflicting views on what could—and should—have been done with the gowns once delivered.

Andrew New, chief executive of Supply Chain Coordination Limited (SCCL), the body tasked with managing PPE distribution during the pandemic, confirmed that by December 2020, the UK government held an excess of approximately 500 weeks’—or nearly 10 years’—worth of surgical gowns.

“That is correct,” New admitted, when asked whether the stockpile reached half a millennium of weekly demand.

Despite this oversupply, New confirmed that no effort had been made to repurpose or resell the PPE Medpro gowns, which were delivered to government agents in 2020. He argued that repackaging and relabelling would have been impractical and uneconomic, given the broader logistical challenges faced during the pandemic.

“It’s not just a question of would you pay the money,” he said. “Would you divert management attention to that activity whilst managing other complex tasks?”

Pressed further by PPE Medpro’s counsel Ashley Cukier, New conceded that any third-party buyer would require access to documentation on the product’s specifications and storage history. Yet DHSC has failed to disclose any such information in court — a core issue raised repeatedly throughout the trial.

“If I was buying the product… I would expect to be able to see those records if I needed it,” New acknowledged.

Economist and former NHS adviser Igor Popovic, appearing for PPE Medpro, laid out a very different scenario. In his expert valuation report, Popovic concluded that the gowns could have been sold on the UK market as non-sterile surgical gowns, even if they were not compliant with sterility standards.

After accounting for repackaging and relabelling costs, he estimated the net resale value at £85.8 million.

“Subtracting the cost of repackaging and relabelling (£16,250,130)… I arrive at the net value point estimate in this scenario of £85,816,820,” his report stated.

Popovic also criticised the government for waiting until 2022 to begin selling off excess PPE, by which point prices and demand had plummeted. He noted that earlier resale attempts—during periods of higher demand—could have recouped significantly more taxpayer money.

“It is not clear to me why the Claimant only began selling off excess stock… in 2022,” he wrote. “When the demand and price for PPE were significantly reduced, rather than at a time of high demand.”

The testimony builds on PPE Medpro’s broader argument that the DHSC failed to mitigate its own losses. Despite rejecting the gowns, the government made no attempt to assess their usability in non-sterile settings, explore resale options, or retrieve documentation to facilitate any onward use — all actions that might have reduced the alleged financial exposure.

That failure, PPE Medpro contends, not only undermines the government’s breach of contract claim but also points to a wider pattern of poor inventory management and missed opportunities to recover public funds.

As the High Court trial moves into its final stages, questions around the government’s decision-making, transparency, and post-delivery handling of PPE Medpro’s gowns continue to dominate proceedings.

The central question remains: was this a breach of contract by a supplier — or a failure of oversight by the state?

Read more:
DHSC accused of wasting PPE Medpro gowns as experts reveal missed £85m resale opportunity

Barclays is back in court this week seeking to overturn a landmark Financial Ombudsman ruling concerning undisclosed commission payments in motor finance—a case that could open the floodgates to hundreds of millions of pounds in compensation claims.

The appeal comes after the bank lost a High Court challenge in December, when Mr Justice Kerr dismissed its application for judicial review and ruled against Barclays on all three grounds of its case. A costs order was also made against the bank at the time.

At the heart of the dispute is a complaint made to the Financial Ombudsman Service (FOS) by a customer who purchased a second-hand Audi through Arnold Clark. The customer claimed they were not informed that their loan agreement with Clydesdale Financial Services, a subsidiary of Barclays, included a commission payment of nearly £1,600 to a credit broker.

The FOS upheld the complaint in 2021, stating that the commission was not clearly disclosed and therefore unfair under consumer credit rules. In response, Barclays sought a judicial review, fearing the ruling could set a precedent for widespread claims related to similar finance agreements made between 2010 and 2019.

Barclays has now returned to court, appealing Mr Justice Kerr’s decision. The appeal is being heard at the Court of Appeal over two days this week, with a judgment expected later in the year.

An analyst from RBC Capital Markets has estimated that the potential cost to Barclays could reach up to £250 million if the ruling leads to a wave of successful complaints and compensation payouts. The case is also being closely watched by other lenders, many of whom have offered similar commission-based finance arrangements.

The ongoing legal saga runs in parallel with an even bigger motor finance case that reached the Supreme Court in April. That separate case, concerning hidden commissions paid by car dealers and finance companies, could have even wider ramifications for the UK’s consumer credit industry. A ruling in favour of consumers could force lenders and motor dealers to pay out as much as £30 billion in compensation, according to some industry estimates.

In anticipation of potential losses, several high street banks and car finance companies have begun setting aside large financial provisions. Some lenders have temporarily suspended handling similar customer complaints pending the Supreme Court’s decision, which is expected next month.

Adding to the controversy, HM Treasury attempted to intervene in the Supreme Court case earlier this year but was rebuffed by the court in February. Government officials had raised concerns about the broader implications of a ruling against lenders, fearing it could destabilise the financial sector.

For Barclays, the latest legal challenge is part of a growing list of regulatory and reputational pressures. If the appeal is unsuccessful, it may further expose the bank—and the wider industry—to an avalanche of consumer complaints and financial liabilities tied to historic motor finance practices.

Read more:
Barclays launches appeal over motor finance commission ruling

The future of tour operators remains uncertain. Once the pandemic ended, people started to travel more, with international tourism revenues projected to grow to $1.2 trillion by 2026, as Statista reports.

Still, there are issues that come with growth: customers expect more, other brands offer tough competition, and everyone expects digital services to be simple to use. Travelers wish for easy booking, custom service, and live updates, but not all tour operators can provide those features because their systems are old and disconnected. Incidents like poor booking, preparing itineraries by hand, not keeping customers informed, handling issues in several channels, and having no personal touch make a business ineffective. Due to these inefficiencies, profits decrease and customers get less satisfaction. Tour operators must make use of advances in tour operator booking software to handle obstacles as new opportunities. A team-up with a knowledgeable technology partner like, for instance, GP Solutions, which has been providing travel businesses with software for many years, can help you handle this situation and achieve continuous growth.

Below, we will try to shed some light on the strategy for a better, more effective future of the tech frame for tour operators.

Digital Transformation: The Road to Profitability

For tour operators, digital transformation mainly focuses on making sure all the tools, processes, and business strategies are blended for highest profitability. Through solving pain points, businesses are able to make operations better, bring more satisfaction to customers, and look for alternative means of generating income. The benefit here is that, by becoming more efficient, you level up your conversion rates and raise loyal customers. According to a 2024 Skift study, having a digital transformation in travel improved retention of customers by 22% and increased earnings by 15%. Below are five aspects that show how a tour operator can shift from struggling to succeeding and become a future-proof company using the right tour operator booking software.

Key Digital Transformation Aspects

a) Streamlining Bookings & Channel Management

Dealing with many different booking channels, such as OTAs, websites, and partner networks, is very difficult for logistics. Manual booking often leads to mistakes, too many bookings, and loss of business, and it takes a lot of time to synchronize reservations on multiple channels. Using centralized tour operator booking software is very helpful. This way, you will manage bookings, automatically look after your stock levels, and connect to various channels using APIs to report live availability and reduce mistakes. An example is GP Solutions, which helps businesses by designing customized online booking systems and APIs that simplify work and allow operators to manage various channels in a uniform way. Besides, this type of software helps managers supervise inventory so that fewer overbookings can occur and more people can be served.

b) Creating Personalized & Dynamic Itineraries

Nowadays, tourists want their travel packages to suit their tastes, so those ready-to-buy packages are not enough. Making a tour itinerary on your own is slow and not flexible and does not let you change things easily, while operators can prepare custom and changing packages thanks to AI tools and the use of customer data. Using what customers show interest in and what events they attended in the past, these apps suggest different leisure activities suitable for them. Using AI, a distributor may suggest buying tickets for a wine tasting to someone who has signed up for a food tour before. Using data, operators can offer products that make them different from competitors, which helps keep their customers loyal and increases chances to upsell.

c) In-Trip Experience Upgraded with Mobile Solutions

Tourists often feel annoyed, and tour guides seem ineffective when communication during a tour goes wrong, such as delivering late reminders, giving paper coupons, or not providing up-to-date notifications on time. These challenges cause customers to feel unhappy and make the business less efficient when dealing with their needs. The in-trip journey is made more convenient with mobile apps through e-tickets, instant updates on the timings, the chance to chat live with support, and personalized recommendations at the traveler’s location.

Tour operator booking software with mobile options makes it possible for guides to have digital documents, real-time communications, and authority over groups, which helps them manage tasks on the go. A push alert might advise a tourist about a new schedule, and they can also select a map of local sights on their phone for added excitement during travel. In 2023, according to a McKinsey report, companies that focused on mobile strategies recorded a rise of 25% in how satisfied customers were and 10% more repeat business. Minimizing any communication issues and making trips easier for people, mobile solutions help operators gain strong traveler loyalty and positive reviews.

d) Using Data to Take Smarter Decisions & Optimize Operations

As tour operators often neglect customer behavior, sales trends, and noticeable inefficiency information, they are unable to make smart decisions, which can lead to missed opportunities and inefficient use of resources. Tour operator booking software allows you to measure performance using booking information and spot places where your operations may be held back. Thanks to such a smart systemic approach, operators can get the best prices, plan marketing effectively, and arrange resources efficiently. By way of example, using seasonal booking patterns could help with pricing discounts, and examining customer reviews could indicate how services can be improved. System integration and dashboard creation with helpful insights are what GP Solutions concentrates on to support tour operators with making forecasts and planning for the future.

A Deloitte study concluded in 2024 that travel businesses relying on data experienced about 30% higher revenue growth than non-data-driven competitors, displaying the great influence of analytics. With data, operators can now take smarter actions that raise efficiency and the margin of profit.

e) Automating Back-Office Operations

This area covers such operations as issuing invoices, making payments to suppliers, and preparing financial reports, which take a lot of time and can be swarmed with mistakes, distracting administrative staff from helping customers. Tour operator booking software designed for automation improves the way bills are prepared, payments are paid to vendors, and accurate reports are delivered in real time. It leads to more affordable expenses and makes the company’s finances more open. When using automation, tour operators will have lower expenses, make fewer mistakes, and be able to invest in developing their business, naturally leading to making more profits.

Verdict: Embrace the Future of Tour Operators

The vertical of tour operators is facing important changes. Everyone has to adopt digitalization because it is essential to maintain competitiveness in today’s quickly evolving world. If tour operators manage to address difficulties in booking systems, workflows, and personalization, they will be able to increase how well they perform, satisfy more customers, and make greater profits. As an example, partnering with GP Solutions will equip your business with required software and insights from improved data analysis to promote progress. To start this process, take a brave look at your current technology, identify issues, set priority to the most important ones, and choose tour operator booking software that supports your business vision.

Read more:
From Pain Points to Profit: Tour Operator Booking Software as a Key in Digital Transformation

Fintevex is entering the online brokerage space with bold promises—low fees, streamlined trading, and multi-asset access from one intuitive platform. But how does it actually perform when put to the test?

We opened a real account, placed live trades across forex, crypto, and indices, and reviewed everything from fees and execution to mobile features and safety protocols. Here’s the full breakdown.

What Is Fintevex?

Fintevex is a global trading platform offering CFD access across forex, stocks, commodities, indices, and cryptocurrencies. It appeals to both beginner and intermediate traders through a strong mobile-first design and easy onboarding. The platform’s main selling points include competitive spreads, fast execution, and support for both manual and automated trading.

Fintevex at a Glance

Minimum Deposit: $250
Instruments Offered: Forex, Crypto, Stocks, Indices, Commodities
Platform Type: Web + Mobile App
Leverage: Up to 1:500
Demo Account: Available
Social/Copy Trading: Not currently offered

Account Opening: Fast, Fully Digital, and Minimal Barriers

Opening an account with Fintevex took less than 10 minutes from start to finish. The KYC process was straightforward, and ID verification was completed within the same day. We appreciated the seamless registration flow, especially compared to older brokers that still rely on paper uploads.

Pros
Fully digital process
Verified within 24 hours
Low minimum deposit

Cons
Limited account types

Trading Fees & Spreads: Transparent, But Not Always the Cheapest

Fintevex uses a spread-based pricing model with no commission on most trades. EUR/USD spreads averaged 1.1 pips during our testing—decent, but not ultra-low. Crypto trading costs are competitive, with BTC/USD spreads around 0.5% depending on volatility.

Pros
No hidden commissions
No withdrawal fee
No deposit charges

Cons
Swap rates (overnight fees) could be more clearly displayed

Product Offering: Broad Enough for Most Traders

You can trade:

Forex – 40+ major, minor, and exotic pairs
Crypto CFDs – BTC, ETH, LTC, XRP, and more
Indices – NASDAQ, S&P 500, FTSE 100, DAX
Stocks – Mostly US & EU-listed large-caps
Commodities – Gold, Silver, Oil

The lack of real share ownership or ETFs may be a downside for long-term investors. However, for CFD traders, the selection is competitive.

Platform & Execution: Clean Interface, Fast Trade Placement

Fintevex’s web and mobile platforms are surprisingly sleek. The layout is modern and clutter-free, execution times were fast, and we didn’t experience any slippage even during peak hours.

Pros
Great mobile interface
Instant order execution
One-click trading enabled

Cons
No MetaTrader support

Mobile Trading: One of the Strongest Points

This is where Fintevex shines. The mobile app is fast, well-designed, and lets you manage your entire portfolio on the go. Order placement, price alerts, and real-time charts all work seamlessly.

Score: 4.8/5

Biometric login
Full asset access
Push notifications for market news

Margin & Leverage: High Leverage, But Use Cautiously

Retail clients can access leverage up to 1:500 on forex pairs, which is higher than EU-regulated brokers allow. While this provides opportunity, it also increases risk—especially on volatile assets like crypto.

Deposits & Withdrawals: Fast and Fee-Free

Deposits can be made via card, wire transfer, Crypto or e-wallets. In our test, card deposits were instant, and withdrawal to bank account took under 48 hours.

Pros
No fees on deposits or withdrawals
Fast processing times

Bottom Line: Is Fintevex Right for You?

Fintevex is a strong option for new and intermediate traders who want a clean platform, competitive spreads, and access to all major asset classes. The mobile app is particularly impressive, and account setup is frictionless.

More experienced traders may miss advanced tools like algorithmic support or raw spread accounts, and regulatory-conscious investors may prefer Tier-1 licensed brokers. But overall, Fintevex offers real value for active CFD traders looking for a streamlined experience.

FAQs

Does Fintevex offer copy trading?
Not currently. The platform focuses on manual trading only.

Can I trade real stocks or just CFDs?
All trades are CFDs—no real asset ownership is available.

What’s the minimum deposit?
$250 for standard accounts.

Is Fintevex safe?
It has a clean track record, secure platforms, and negative balance protection.

Read more:
A Fresh Contender in Online Trading – But Does It Deliver?

Adam Benhayoune didn’t take the easy route. He wasn’t a top recruit or a scholarship athlete. But what he lacked in headlines, he made up for in heart. A walk-on for the Louisiana State University (LSU) basketball team, Adam spent four years training, learning, and grinding in one of the toughest college sports conferences—the SEC.

Today, he’s setting his sights on a graduate assistant spot at NC State. But his story isn’t just about basketball. It’s about commitment, discipline, and a passion for leadership rooted in years of service on and off the court.

Early Life in San Antonio: “I Knew I’d Work for It”

Adam was born and raised in San Antonio, Texas, where basketball quickly became his first love. He started on varsity at Sandra Day O’Connor High School as a freshman and never looked back. By the time he graduated in 2021, he had become the #1 ranked power forward in the city, a 6A All-State team selection, Offensive MVP as a junior, and Overall MVP as a senior.

His legacy at O’Connor still stands strong—all-time leader in wins and rebounds, and just five points shy of breaking the school’s all-time scoring record, a benchmark set by former D1 standout Branden Wenzel. That record would have likely been his if not for the COVID-19 shutdown in his senior year.

“I always felt I had more to prove,” Adam says. “But I never let that frustration define me—I let it fuel me.”

LSU Basketball: Walk-On Grit, Elite Shooter

Adam earned a walk-on spot at LSU, one of the most competitive schools in the Southeastern Conference. He wasn’t promised minutes, fame, or fanfare. He was promised work—and he delivered.

He carved out a reputation on the LSU court as a lethal shooter, going 7 for 11 from three-point range (64%) during his time with the Tigers. Teammates and coaches alike recognized his value, not just for his unshakable work ethic, but for his precision shooting and leadership by example.

“You’re in the gym with future, current, and past NBA players,” Adam says. “Every day, you fight to earn respect—not just with your play, but also by being an elite teammate.”

For four straight years, he balanced early workouts, full-time coursework, and team travel. He was named to the SEC Honor Roll each year, demonstrating his equal commitment to academics and athletics.

But Adam’s impact wasn’t just in the gym. He participated in numerous community outreach events through the LSU athletics program, working closely with children, underserved families, and local schools.

“People think walk-ons are invisible,” he says. “But I saw it differently. I was visible to my teammates. Visible to the younger kids we mentored. Visible to the staff who needed help. That mattered.”

Career Vision: Coach of Life, Leadership, and Player Development

After graduating from LSU in 2025 with a degree in Management and a specialization in Human Resources, Adam made a clear decision—he wants to coach.

“I know what it’s like to fight for a spot. To be the one pushing the starters in practice, never quitting. That experience shaped how I lead,” he explains.

His goal is to coach at the university or professional level and build players not just into better athletes, but better people.

“Player development isn’t only about shooting percentage—although I do take pride in my shooting knowledge,” he adds with a smile. “It’s about emotional intelligence. About helping young guys manage pressure, failure, and expectations.”

He draws on his management studies as much as his basketball past. “Coaching is HR in motion,” he says. “You’re recruiting, training, resolving conflict, motivating—it’s all connected.”

Values, Hobbies, and Staying Grounded

Adam’s passion for sports doesn’t stop at basketball. He’s a proud follower of the San Antonio Spurs, Houston Texans, and Texas Rangers. “It’s the Texas triangle,” he jokes. “I root for home no matter where I go.”

But he’s also deeply values-driven. Community service and inclusion are non-negotiables.

His service began early—volunteering in special needs classrooms in middle school, serving as a classroom assistant and even the Special Olympics mascot. In high school, he joined SASO (Student Athletes Serving Others) and continued outreach work throughout college.

“Volunteering taught me how to listen and lead at the same time,” he reflects. “It made me patient. It made me better.”

Why Adam’s Story Matters in Today’s Sports World

As the college athletics world shifts—with NIL deals, transfer portals, and constant pressure—Adam’s story stands out. He didn’t earn his place through celebrity. He built it through consistency.

For younger athletes and aspiring coaches, his story offers a grounded view of what success looks like when no one’s watching.

“Every team needs a walk-on,” Adam says. “Someone who keeps the culture right. Who knows that leadership isn’t about having the ball—it’s about lifting others.”

Final Takeaway: Leadership Starts Where Ego Ends

Adam Benhayoune isn’t flashy. He’s focused. With years of experience on a top-tier team, a track record of community engagement, and a degree that connects people management to sports performance, he’s positioned to impact the next generation of athletes.

As he puts it:
“I didn’t need to be the star. I needed to be the example.”

And for any coach, leader, or entrepreneur looking to build something that lasts, that’s a playbook worth following.

Read more:
Adam Benhayoune: From SEC Walk-On to Coaching Visionary