Business

The Lionesses’ historic Euro 2025 victory is set to deliver a significant windfall not just for the players, but also for the UK taxman, with HMRC expected to receive £788,900 from the team’s prize money, according to analysis by tax and advisory firm Blick Rothenberg.

Each player is expected to receive an average bonus of £73,000, which pushes their earnings above the £125,140 threshold where the highest effective marginal tax rate of 47% applies. That means players could be paying around £34,300 each in combined income tax and National Insurance Contributions (NIC), according to Robert Salter, Director at Blick Rothenberg.

“The Lionesses will be delighted with their win at Euro 2025 for what it represents and the hard work that went into it,” Salter said. “But they will have a hefty tax bill to pay to HMRC on their prize money.”

Salter noted that although the Lionesses still earn less than their male counterparts, their tournament bonuses are substantial enough to trigger the UK’s top tax bracket. The 47% figure comprises 45% income tax and 2% employee NIC.

In addition to the tax paid by players, the Football Association (FA) is also expected to face a £255,000 liability in employer NIC on the prize bonuses, further increasing HMRC’s overall take from the team’s success.

And the revenue doesn’t stop there. Many of the Lionesses are expected to earn significantly more in the coming months from sponsorship deals, marketing campaigns, and media appearances, all of which are subject to income tax. Salter said these post-tournament earnings, especially image rights and appearance fees, will continue to drive up the players’ taxable income — and with it, HMRC’s share.

“Their earnings are likely to increase significantly over the coming months, given their success and the ongoing growth in the profile of the Women’s game,” Salter added. “HMRC will be getting even more tax ‘wins’ in the future.”

While the Lionesses’ on-pitch victory has been widely celebrated across the country, their financial success off the pitch is proving to be a win for the Treasury as well — a reminder that even sporting triumphs come with a tax bill.

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HMRC scores tax windfall from Lionesses’ Euro 2025 prize money

Businessman Richard Desmond has withdrawn part of his £1.3 billion legal challenge against the Gambling Commission over the awarding of the fourth National Lottery licence, just months before the case heads to trial in October.

Desmond’s companies, Northern & Shell and The New Lottery Company, are suing the Commission over claims that the bidding process for the lucrative ten-year contract was unfair. The contract was awarded to Allwyn, the lottery operator owned by Czech billionaire Karel Komarek, which took over from Camelot, the previous licence-holder. Allwyn is named as an interested party in the proceedings.

Earlier this month, Desmond indicated that he would no longer pursue some of the allegations regarding how the Commission scored applications for the licence. The partial withdrawal does not affect the overall direction of the case, which is still set for a full trial in October. If Desmond’s claim succeeds, it is likely that UK taxpayers will foot the bill, either via Treasury funds or through money normally earmarked by the National Lottery for good causes.

The Gambling Commission reportedly offered a £10 million settlement last year, which was rejected by Desmond, prompting the continuation of the case.

Desmond, the former owner of the Daily Express, Channel 5, and a string of adult magazine titles, claims the bidding process lacked fairness and transparency. The lawsuit has become one of the most high-profile procurement challenges in recent years.

In June, Desmond won a procedural victory when the High Court refused a request for him to post £15 million in security for costs. Lawyers acting for Allwyn have warned that if Desmond loses, he could face legal costs of at least £55 million.

Questions have also been raised about Desmond’s capacity to finance the lengthy litigation. While The New Lottery Company reported a pre-tax loss of £127,000 in 2023, Northern & Shell reported £20.8 million in cash reserves. Desmond’s legal team has maintained that the company is well-resourced and committed to pursuing the claim.

“It would be fanciful to suggest that a company of Northern & Shell’s stature would seek to tarnish its commercial reputation to avoid any adverse cost,” said Sa’ad Hossain KC, representing the group. “Any such cost would be an insignificant proportion of its assets.”

With the trial scheduled for the autumn and pressure mounting over the potential public cost of the claim, Desmond’s partial withdrawal may narrow the legal battlefield, but it leaves the core of the dispute—and the £1.3 billion damages claim—very much alive.

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Richard Desmond drops part of his claim in National Lottery dispute as £1.3bn trial approaches

Robey Warshaw, the elite London advisory boutique that counts former chancellor George Osborne among its five partners, has been acquired by Evercore, the US investment banking giant, in a £146 million cash and shares deal.

The acquisition marks a significant payday for Osborne and his fellow partners at the firm’s Mayfair headquarters, though the precise distribution of proceeds among them has not been disclosed. The deal is expected to bring windfalls for the partners and the firm’s 12 additional staff.

Robey Warshaw has built a formidable reputation over the past decade as a trusted boardroom adviser to some of the UK’s most influential companies, including BP, the London Stock Exchange, and National Grid. The firm played a central role in SABMiller’s $100 billion sale to Anheuser-Busch InBev in 2016 — the largest takeover in British corporate history.

Sir Simon Robey, co-founder of the firm, described the sale as a natural evolution for Robey Warshaw’s business.

“Our clients will continue to get the personal attention and care we have always strived to provide,” he said. “They will also be able to benefit from greater global reach, broad product capabilities and sector expertise. Evercore is the right home for all of us.”

Evercore chairman and chief executive John Weinberg praised Robey Warshaw’s “extraordinary, long-standing relationships,” and said the firm would strengthen Evercore’s global advisory platform.

Founded in 2013 by Robey, Simon Warshaw (a former UBS banker), and Philip Apostolides (ex-Morgan Stanley), Robey Warshaw has remained deliberately lean — known for its discretion, high fees, and direct partner involvement in mandates. It appointed Chetan Singh, formerly of JPMorgan, as its fifth partner last year.

According to accounts filed last November, the firm recorded £70 million in profits in the year to March 2024 — more than double the £31.8 million it posted a year earlier. The firm’s best-paid partner, believed to be Robey, received £40.5 million, while the remaining partners split £29.5 million.

The £146 million deal will be paid in two tranches: an initial payment in Evercore shares, followed by a second instalment on the first anniversary of the deal’s completion.

The sale of Robey Warshaw is a landmark moment not only for its founding partners but also for Osborne, who joined the firm in 2021 after stepping back from politics. With this deal, he now adds a lucrative financial exit to a career that has already spanned Westminster, media, and banking.

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Payday for George Osborne as Robey Warshaw sold to Evercore for £146 million

Where Ethical Practices Shape Every Step—And Every Relationship

In a space where the focus often falls on features and litters, Lonestar Doodles leads with something deeper: integrity, trust, and a people-first philosophy. Based in Weatherford, Texas, Lonestar Doodles has quietly become a trusted name not just because of what they do—but because of how they do it.

For Lonestar, breeding is only part of the story. The real foundation lies in the values that guide each decision, every interaction, and every puppy placement.

Rooted in Purpose, Grown with Intention

From day one, Lonestar Doodles has operated with intention. Every litter is planned thoughtfully, and every puppy is raised in an environment of care, structure, and early socialization. But it’s what happens outside the kennel that truly sets this team apart.

Rather than striving to be the biggest or flashiest, Lonestar focuses on being the most intentional. Every family is met with transparency, education, and support. Every relationship is nurtured—not just during the adoption process, but long after.

This is a business built to do right by both people and pets—and it shows.

Why Families Keep Coming Back

Step into the world of Lonestar Doodles, and it quickly becomes clear: this is about more than dogs—it’s about trust. Whether it’s a thoughtful phone call before adoption or a check-in years later, families feel the difference.

Many return for a second or even third puppy. Others refer neighbors and friends. Some continue to send updates and holiday photos more than a decade later. The term “Lonestar Family” isn’t a slogan—it’s a reflection of real, lasting relationships.

Recent reviews echo this sentiment again and again:

“They truly care—about the dogs, about us, and about doing things the right way.”
“The support we received before and after was unlike anything we expected.”
“You can feel the heart in everything they do.”

A Community-First Approach

One of the most important things Lonestar offers isn’t visible on a website or social feed: continuity. The team behind the brand doesn’t view adoption as the end of the journey—it’s just the beginning.

New families receive detailed guidance, breed-specific education, and hands-on support tailored to their unique home and needs. Questions are encouraged. Follow-ups are standard. And the invitation to stay in touch is always open.

This model of service—built on trust, not transaction—has created a network of loyal families who don’t just adopt a dog, but join something bigger.

Setting the Standard in Responsible Breeding

At its core, Lonestar Doodles was created to raise the bar. Every part of the experience—from how the dogs are raised to how families are supported—reflects that commitment to doing things the right way.

The team welcomes questions. They believe in transparency. They advocate for proper preparation and clear expectations. And they never compromise on the well-being of their dogs or the readiness of a new home.

Their goal isn’t just to place puppies. It’s to ensure that each dog is matched with a loving, well-informed family who’s prepared for the responsibility—and joy—that comes with lifelong companionship.

Looking Ahead: Staying True to the Heart

As Lonestar Doodles continues to grow, it does so with care. The vision isn’t to scale at all costs, but to deepen the connection with every family served. In every conversation and every placement, the focus remains on values—ethics, kindness, and shared purpose.

The name Lonestar Doodles has come to mean something special to those who know it. Not just because of beautiful, allergy-friendly dogs—but because of what the brand stands for: integrity, compassion, and an unwavering commitment to community.

It’s Not Just a Puppy—It’s a Promise

Lonestar Doodles has never set out to be the loudest voice in the industry. Instead, it’s become one of the most trusted—by staying grounded in what matters most.

This is more than a business. It’s a bond. And every family that joins the Lonestar Family knows it.

Read more:
Inside Lonestar Doodles: A Commitment to Care, Connection, and Integrity

In 2025, Atos UK&I has taken significant steps to demonstrate how its Future Ready strategy is not just a vision, but a practical framework driving public sector transformation and social impact.

Through projects in justice, sport, healthcare, and environmental services, Atos is applying its core strengths – spanning end-to-end IT delivery, AI-driven engineering, cybersecurity by design, deep sector expertise, sustainability, and a people-first approach. These strengths taken individually may not represent a differentiated value proposition to other competitors, but what evidently is the differentiator is the ‘future ready’ thread that runs through all of these strengths  – solutions and services embedded into those capabilities that help clients respond to today’s demands while anticipating tomorrow’s needs.

Enabling a Modern Justice System

On June 10, Atos announced a £58 million contract extension with the UK Ministry of Justice (MoJ), reinforcing its role as a critical delivery partner. The four-year deal, which includes an optional fifth year, builds on an existing relationship and extends the company’s role in managing digital infrastructure across the courts and tribunals system in England and Wales.

The contract covers critical back-end systems, from digital identity services and centralized computing platforms to data storage, recovery protocols, and physical data center operations. While largely invisible to the public eye, these services underpin the daily functioning of the British justice system.

Atos has long provided IT support to several UK public bodies, earning a reputation for its ability to manage complex, secure, and mission-critical systems. This contract extension demonstrates Atos’s deep domain expertise and sector knowledge, and its understanding of sector-specific regulatory and operational nuances. On a technical level, the deal exemplifies Atos’s ability to anticipate the impact of infrastructure changes across a highly interconnected estate, delivering adaptive systems resilient to both operational and legislative shifts.

Engineering the Premier League Calendar

A lesser-known operation, but one whose results are felt by millions of people across the UK, and many more around the world, is Atos’s role in generating the Premier League’s annual fixture schedule, a service it has provided since 1992. The announcement on June 18 that Atos had completed planning for the 2025-26 season highlights its enduring role in orchestrating the UK’s most watched sporting competition.

Using proprietary algorithms and deep problem-solving expertise, Atos designs systems that accommodate a constantly changing set of logistical and operational variables. The system balances a web of variables, such as alternating home and away matches, minimizing congestion in key metropolitan areas, accommodating international competitions, and addressing local policing demands. This reflects the company’s strength in engineering for the AI age – combining anticipatory technical design with a deep understanding of sector-specific constraints.

Advancing Gender and Social Equality

Capping off a high-impact month, Atos was named one of the “Top 50 Employers for Gender Equality” by The Times and Business in the Community on June 24.

This recognition follows the implementation of a set of progressive HR initiatives, including flexible work arrangements, pay gap closures, and confidential support through its “Safe Haven” programme for employees facing domestic violence. Atos supports outreach programs that encourage young girls to enter STEM fields through partnerships with schools and universities and has also earned third-party certifications as a Menopause Friendly Employer and a Disability Confident Employer.

This underscores Atos’s people-first technology approach, prioritizing well-being, inclusion, and workforce readiness. The STRIDE program, a global effort aimed at supporting mid-career women in tech, illustrates how Atos supports the development of a future-ready workforce through continuous learning, mentoring, and inclusive leadership practices.

Modernizing DEFRA’s IT Services

Earlier this year in March, the UK Department for Environment, Food and Rural Affairs (DEFRA) awarded Atos a £150 million, five-year contract to modernize its end-user IT services for 34,000 staff. Designed with sustainability at its core, the solution reflects Atos’s end-to-end IT capability and supports DEFRA’s environmental mission through a performance-based device lifecycle, refurbished hardware with e-waste offsetting through a partnership with Circular Computing, and AI-powered workplace analytics.

The deployment includes advanced AI/ML-enhanced digital experience solutions, sustainable dashboards, and employee experience tools, all designed to improve operational efficiency while reducing environmental impact. By replacing devices based on performance data rather than fixed timelines, Atos introduces a predictive, sustainable model that sets a benchmark for public sector IT.

Aligned with DEFRA’s environmental values and the government’s security requirements, the program demonstrates cybersecurity by design and measurable social value integration, cementing Atos as a leader in delivering future-ready, sustainable digital workplace solutions across the public sector.

Taking a People-First Approach with NHS Scotland

As part of its digital applications work with NHS Scotland, Atos developed AI-enhanced breast screening capabilities designed to support – not replace – clinical professionals. The solution identifies subtle patterns in mammograms and ultrasound images that may be missed by the human eye, improving detection accuracy while empowering radiographers to make more informed decisions.

Co-designed with NHS Scotland, the system reflects a people-first technology approach, ensuring the AI aligns with real-world clinical practice and enhances, rather than displaces, professional expertise. This collaboration also showcases Atos’s engineering foundations for the AI age, combining technical precision with thoughtful design to deliver reliable, human-centered outcomes.

The project provides a scalable model for responsible AI in healthcare — one that strengthens diagnostic accuracy, supports clinical development, and prepares healthcare systems for a future of human-AI collaboration.

Consolidating Strategic Presence in the UK&I

Taken together, these developments reflect a deliberate, multi-layered strategy by Atos to strengthen its position in one of Europe’s most competitive and scrutinized markets. The UK and Ireland remain key regions for innovation and public service reform in which technology plays an increasingly important role in addressing societal challenges.

By focusing on sectors with both public visibility and structural importance, such as justice, healthcare, sport, and environmental services, Atos is helping public institutions respond to immediate demands while planning for the long term. These projects blend technical excellence with social value, showing how digital transformation can be delivered responsibly and at scale.

From modernizing court infrastructure to enabling responsible AI in healthcare and advancing gender equality, Atos’s recent work aligns with national priorities. In a period of rapid change, these initiatives offer examples of how technology can be applied in a way that is effective, people-centric and responsive to public needs.

Amid a rapidly evolving regulatory and political landscape, Atos UK&I’s recent activity highlights the importance of delivering technology in ways that prioritise trust, resilience, and inclusive outcomes.

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Atos UK&I: Bringing the ‘Future Ready’ Strategy to Life Across Public Sector and Social Impact Projects

Gambling online can be fun and fast. But without a clear budget, it can also lead to stress. Smart players know that money management is just as important as strategy or luck.

A good budget keeps things under control. It protects you from chasing losses and helps you enjoy the game. Below are simple, tested ways to manage your gambling budget and play responsibly.

Choose the Right Platforms

One key to managing your money is playing only in a safe online casino. Not all sites are equal. Some trick users with poor odds, unfair rules, or slow payouts. Look for verified licenses, clear rules, and user-friendly terms. The site should have fast withdrawal options and fair limits. A good example of such a site is platform Avia Master, which provides a fast software process and a reliable system. It is known for offering honest terms, easy navigation, and smooth sessions. Avia Master is a game where you can place your bet and watch the payout curve grow in real time. The idea is to cash out before the curve crashes. The longer you wait, the bigger the potential win – but also the risk. It’s thrilling and quick, but only fun if you know when to stop. That’s why budget control is so important. On the Avia Master platform, users get helpful tools to manage their play. This makes it an ideal choice for people looking for an online casino that supports responsible gambling.

Set a Clear Gambling Limit

Before you even open a fast casino game, decide how much money you’re ready to spend. This number should be fixed. Once it’s gone, you’re done for the day or week. This is your loss limit. It should never include rent, bills, or food money. It’s only for entertainment. There’s another side too – your win limit. When you hit a certain profit, cash out. Players often lose it all after winning. The idea is to stop while you’re ahead. Having both a loss and win limit gives you balance.

Track Your Spending

Use a notebook, app, or spreadsheet to track your gambling activity. Write down every deposit, win, and withdrawal. Include the game, time, and result. Review the data often. This helps you see what works and what drains your balance. Some patterns may surprise you. You might notice:

Specific games cause more losses
One multiplier game gives better returns
Late-night sessions end badly
Wins drop after long playtime

Tracking shows your real costs, not just your site balance. It builds awareness and stops rash decisions. Use site tools like session time and wager totals.

Divide Your Budget Into Smaller Chunks

Don’t use your whole budget at once. Divide it into smaller sessions. Let’s say your total budget for the week is $100. Break it into $20 per day. This method keeps you from burning through everything in one wild night. You can also divide your daily limit into even smaller rounds. This makes it easier to pause and reflect. After each mini-session, ask: should I continue, or take a break?

Avoid High-Stakes Games When Budget Is Tight

Fast casino games can burn your balance quickly. Some of them offer big wins but come with big risks. If your budget is limited, stick to games with lower stakes. Choose slots with smaller bets or tables with lower minimums. Avoid doubling bets after each loss. This is a common mistake. It’s called the Martingale system and can destroy your balance fast. Smart gambling is about making small, stable moves, not chasing quick rewards.

Use Casino Tools and Limits

Many casinos now offer built-in budget tools. You can:

Set deposit limits
Set wager limits
Set time limits
Use self-exclusion if needed

These tools help keep things in check. A safe online casino will offer all of them. Use them even if you feel in control. They’re not only for problem players – they’re for everyone who wants to play smart.

Final Thoughts

Managing your gambling budget is not just about avoiding losses. It’s about keeping the fun in the game. A smart budget plan gives you peace of mind and a better chance to walk away satisfied – win or lose. Stick to safe platforms. Use the tools provided. Stay alert. That’s how responsible play looks in the real world.

Author’s Bio – Emily Brown

Emily Brown is a digital content writer with a strong focus on player education. She explores topics like risk control, game dynamics, and financial discipline in the world of online casino entertainment. Her work reflects a clear, practical approach to making gaming enjoyable and responsible.

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Tips for Managing Your Gambling Budget

For UK small and medium-sized enterprises, understanding what drives customer decisions is more crucial than ever. In a digital-first world, consumer data analysis has become the secret weapon for businesses aiming to boost sales and foster long-term loyalty.

But how can SMEs, often with limited resources, make data work for them without getting lost in complexity?

The Importance of Consumer Data for SMEs

Consumer data is more than just numbers on a dashboard—it’s the story of your customers’ preferences, habits, and needs. For SMEs, leveraging this data means moving beyond guesswork and making informed decisions that can directly impact the bottom line. Understanding the scale and diversity of SMEs in the UK is critical when tailoring marketing strategies; the latest UK business population statistics offer detailed insights into the market landscape. By tapping into data, businesses can spot emerging trends, identify high-value customer segments, and personalise their outreach for maximum effect.

How to Build a Data-Driven Marketing Approach

A data-driven marketing strategy starts with collecting the right information—be it website analytics, purchase history, or social media engagement. The next step is to translate these insights into action. For example, SMEs can use data to refine their email campaigns, optimise website content, or develop targeted offers that resonate with specific customer groups. Incorporating people analytics in business can help SME leaders decode employee and customer behavior more effectively, as outlined in this comprehensive guide to people analytics in business. Even niche interest segments can be identified through careful analysis; understanding how users search for highly specific terms—such as bedste casino uden ROFUS—can help businesses refine their SEO strategies. By examining such keyword patterns, SMEs can learn to anticipate customer intent and adjust their digital marketing to attract new audiences, even outside their immediate industry.

How to Turn Insights into Actionable Results

The real value of consumer data analysis lies in turning insights into practical steps. For SMEs, this might mean segmenting customers for personalised promotions, adjusting product offerings based on buying trends, or improving the customer journey online. For those looking to strengthen their digital presence, adopting effective SEO strategies for small businesses is vital—this guide provides actionable SEO insights tailored for small businesses. At the same time, compliance with data protection and privacy regulations is essential for SMEs when implementing digital marketing campaigns, ensuring that customer data usage aligns with legal standards. Policy frameworks and support systems for SMEs are evolving; exploring global best practices can inform strategy development and business operations, as seen in the latest thinking on SME policy and support.

What the Future Holds for Data and SME Growth

For UK SMEs, consumer data analysis is no longer a luxury—it’s a necessity for sustainable growth. By embracing a data-driven mindset, businesses can adapt quickly to changing customer expectations, outpace competitors, and build loyalty that lasts. The journey may seem daunting, but with the right tools and a clear focus on actionable insights, SMEs can unlock new opportunities and thrive in an increasingly digital marketplace.

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How SMEs Can Harness Consumer Data Analysis for Better Sales and Loyalty

Bank of England governor Andrew Bailey has blocked Chancellor Rachel Reeves from holding a proposed meeting with financial technology giant Revolut, in a move that underscores growing tensions between the Treasury and Britain’s financial regulators.

The meeting, which would have brought together Revolut, the Treasury, and the Prudential Regulation Authority (PRA)—the Bank of England division responsible for licensing banks—was intended to discuss Revolut’s long-delayed plans to launch full banking operations in the UK. However, it was cancelled at Bailey’s request, over concerns that it could be seen as political interference in the Bank’s independent supervisory role.

The intervention, first reported by the Financial Times, is the latest sign of friction between the new Labour government’s pro-growth agenda and the cautious stance of regulators.

Reeves has made loosening regulatory constraints a central part of her strategy to stimulate the UK economy. In a high-profile speech at the Mansion House earlier this month, she claimed that in many areas, regulation “acts as a boot on the neck of businesses,” and urged regulators to adopt a more enabling approach to encourage investment and innovation.

Bailey has publicly pushed back. Asked about Reeves’s remarks during a session of the Commons Treasury Committee, the governor said: “I don’t use those terms, let me say that,” and warned: “We cannot compromise on basic financial stability.”

A Treasury source downplayed the episode, saying: “Revolut are a really important global bank based in the UK. But that is a process being led by the PRA at a working level.” In an official statement, the Treasury added that “the chancellor and the governor have a strong and productive relationship and the government fully supports the operational independence of the Bank of England.”

Revolut, one of the most prominent names in UK fintech, was founded in 2015 as a foreign exchange startup and has since grown into a wide-ranging digital financial platform offering services from crypto trading to stock brokerage. The London-based company employs over 10,000 staff and reported £1.1 billion in pre-tax profits last year. It was recently valued at $45 billion, making it one of the most valuable private tech companies in the UK.

Despite this success, Revolut’s ambition to secure a UK banking licence has been mired in delays. It applied for authorisation in early 2021, but concerns raised by its auditor BDO over £477 million of its 2021 revenue led to questions from regulators and slowed the process significantly.

Although those issues have since been resolved and Revolut was granted restricted authorisation a year ago, it has still not received full approval to begin banking operations in the UK. In contrast, it already provides banking services in the EU via a licence obtained in Lithuania.

Bailey’s intervention to block the meeting adds to growing scrutiny of how Revolut is being treated by regulators, and whether political pressure is appropriate in a sector where regulatory independence is paramount.

For the Chancellor, the episode highlights the limits of her ability to fast-track innovation through top-down reform, particularly when it comes to a Bank of England increasingly assertive in defending its remit. For Bailey, it reinforces the Bank’s insistence that while fostering innovation is welcome, financial stability cannot be compromised—even in pursuit of growth.

Read more:
Andrew Bailey blocks Rachel Reeves’s meeting with Revolut amid concerns over political interference

BT has refunded or credited £18 million to customers following enforcement action by Ofcom, after the telecoms giant was found to have breached rules requiring it to provide clear and simple contract information before customers signed up to new deals.

The refunds follow a £2.8 million fine issued by the regulator last year, which concluded that BT had failed to meet its obligations for customers across its EE and Plusnet brands.

Under Ofcom rules introduced in 2022, telecoms providers are required to give customers key information about their contract—including price, length, and early exit fees—before they agree to sign up. The measures are designed to ensure greater transparency and protect consumers from unexpected charges or terms.

BT said it had since taken steps to address the issue and ensure compliance with the regulations going forward. Ofcom confirmed the £18 million in refunds covered customers affected by the breach, either through direct reimbursement or account credit.

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BT refunds £18m to customers after failing to provide contract information

Subscription revenue is sweet only when it sticks. Every churned account wipes out months of marketing spend, sales calls, and onboarding effort. Yet many SaaS companies still treat customer support as a back‑office chore rather than the loyalty engine it can become.

The smartest brands flip that script by forming specialized support partnerships—alliances that give users quick, expert answers while letting internal teams focus on the product. When done right, these collaborations translate directly into higher renewal rates and stronger word‑of‑mouth growth.

The Loyalty Equation: Speed, Context, Empathy

Customer loyalty in software hinges on three pillars. First, speed. Zendesk’s 2024 CX Trends report found that 72 percent of users expect a reply in under an hour; fail to deliver, and frustration rises fast. Second, context. Reps must see subscription tier, recent activity, and open bug reports at a glance, avoiding the dreaded “Can you send that screenshot again?” Third, empathy—acknowledging stress when downtime strikes.

Achieving all three at scale is hard inside a product‑centric organization. Developers get dragged into the queue for context, marketing teams pinch‑hit for empathy, and nobody has clear KPIs. Support partners, on the other hand, live and die by response‑time and satisfaction metrics. Their playbooks, staffing rosters, and quality coaching are built to perfect this trifecta.

Outsourcing as a Strategic Partnership, Not a Cost Cut

Handing chats to an external vendor simply to trim payroll rarely produces loyalty. The shift must be framed as a shared mission: keep customers happy so they remain customers longer. Mature vendors start by mapping the entire user journey—from onboarding webinars to renewal nudges—and identify where hand‑offs happen. They build dedicated teams steeped in product demos, style guides, and roadmap previews. The result feels to users like talking with an in‑house specialist, only faster.

One example is a good SaaS customer support outsourcing program embeds agents directly in existing help‑desk tools and Slack channels. Weekly syncs with product managers ensure the frontline knows which features launched, which bugs linger, and how to frame upcoming changes. That constant communication is what turns outsourcing into partnership.

Measurable Gains: From CSAT to Expansion Revenue

Loyalty improvements show up first in CSAT scores and soon after in renewals. Bain & Company’s landmark study on loyalty economics reports that a five‑percent rise in retention can lift profits by more than 25 percent in subscription businesses. External partners help deliver that lift by:

Cutting first‑response time. Round‑the‑clock rosters in multiple time zones mean someone answers within minutes, whether the ticket arrives at 3 p.m. or 3 a.m.
Reducing escalations. Tiered knowledge bases and robust macros allow 80‑plus percent of tickets to resolve at the first level, sparing engineers.
Mining insights. Structured tagging highlights recurring friction—slow imports, confusing billing screens—giving product teams data to fix root causes.

Harvard Business Review underscores this point, noting that “companies which solve a customer’s problem the first time see loyalty scores double compared with those that require a second interaction” (HBR, “Stop Trying to Delight Your Customers,” 2023).

Protecting Brand Voice and Security

SaaS buyers often fear that outsourced agents will sound generic. Top vendors counter with style‑guide workshops, shadow sessions, and tone checklists. They employ QA leads who audit transcripts for adherence to brand language, emoji policy, and regional spellings.

Security is non‑negotiable. Look for SOC 2 or ISO 27001 compliance, single sign‑on access, and role‑based permissions that limit what agents can view. A trustworthy partner will host quarterly audits and provide detailed incident‑response plans. Without those safeguards, loyalty can vanish the moment a data slip makes headlines.

Scaling Without Sacrificing Care

Growth spikes come from product launches, viral tweets, or big press hits. Internal teams often scramble, yanking engineers into ad‑hoc shifts. Outsourced partners are built for elasticity, spinning up trained agents in days by drawing from overlapping client pools. Once the surge fades, seat counts scale back, keeping costs predictable. Users never notice the backstage staffing ballet; they simply experience consistent care.

Feedback Loops That Strengthen the Product

Support transcripts are a gold mine of unscripted feedback. Partners deliver weekly dashboards that rank complaint frequency and feature requests. Product managers can then triage bugs quantitatively rather than by gut feel. Fixes roll out, documentation updates, tickets drop, and the cycle repeats—loyalty rising each turn.

Selecting the Right Partner

Evaluate potential vendors on:

Proven SaaS specialization and familiarity with agile release cadences
Multilingual, follow‑the‑sun staffing capacity
Integrations with your existing CRM, help desk, and analytics stack
Transparent reporting on CSAT, first‑reply time, and escalation rates
Strong security posture and references from similar‑size clients

Schedule trial periods where agents shadow internal reps before taking live tickets. Review sample transcripts for tone and accuracy. Trust builds quickly when both sides commit to open communication and shared objectives.

Conclusion

Building loyalty is less about grand gestures and more about reliable, empathetic support delivered every single time a user reaches out. By forming smarter partnerships with specialized providers, SaaS companies offer that consistency without draining dev resources. Customers feel heard, product teams regain focus, and renewals climb—proof that the smartest spend in support isn’t the cheapest, but the one that turns every solved ticket into a reason to stay.

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Building Loyalty Through Smarter Support Partnerships