Business

Business activity across the UK slowed sharply in September as mounting anxiety over the government’s delayed autumn budget led companies and households to postpone investment and spending decisions.

The S&P Global composite purchasing managers’ index (PMI) — a closely watched measure of private-sector health — fell to 50.1 from 53.5 in August, marking its weakest reading since early spring.

While still marginally above the 50-point threshold separating growth from contraction, the latest data underline how political and fiscal uncertainty has dampened confidence across the economy.

The services sector PMI, which dominates UK output, dropped from 54.2 in August to 50.8 in September — a sharp loss of momentum from its 16-month high. The manufacturing index slipped further into contraction, at 46.2, down from 47.0 the previous month.

“September’s acceleration in output growth now looks like a flash in the pan,” said Tim Moore, economics director at S&P Global. “Many survey respondents suggested that corporate clients had deferred spending decisions until after the autumn budget, while households were also hesitant about major purchases.”

Chancellor Rachel Reeves is due to deliver her second annual budget on 26 November, amid growing expectations that she will announce tens of billions in tax increases to rebuild fiscal headroom.

Economists said speculation over the scale and scope of the tax measures had already chilled confidence.

“The economy is doing little more than muddling through in the second half of the year,” said Thomas Pugh, economist at RSM UK. “The risk is that intense speculation about potential tax rises weighs heavily on consumer confidence and business sentiment, leading to another bout of stagnation.”

Rob Wood, chief UK economist at Pantheon Macroeconomics, said: “The PMI’s sharp drop in September shows the chilling impact on business sentiment that speculation about tax hikes in the November budget can have.”

Weak pipeline of new work points to soft finish to the year

Matt Swannell, chief economic adviser at the EY Item Club, said the survey data showed “activity growth ground to a halt in September” and warned that “the pipeline of incoming work looks soft, with weak demand and continued uncertainty seeing some spending decisions being postponed.”

However, Swannell cautioned that PMI surveys often “reflect sentiment rather than real output changes”, meaning the downturn may look worse on paper than in reality.

Martin Beck, chief economist at WPI Economics, agreed that media coverage of “surging government borrowing costs, looming tax rises and even talk of an IMF bailout” had likely fuelled pessimism. “The surveys have a track record of painting an unduly gloomy picture when uncertainty is high,” he said.

Easing inflation could open door for rate cuts

Despite the slowdown, analysts said there was one silver lining: inflation in the services sector fell to its lowest level since June, easing pressure on the Bank of England to maintain high interest rates.

Wood said the softer price data could “encourage some members of the Monetary Policy Committee to consider lowering borrowing costs sooner than previously expected.”

Economists warn that unless the budget provides clear signals on fiscal stability and business investment incentives, the UK risks slipping back into stagnation in the final quarter of the year.

With firms and consumers sitting on their hands, and sentiment bruised by policy uncertainty, the next two months could prove pivotal for the new government’s credibility on growth.

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Budget jitters slow UK business growth as firms delay spending

Britain’s leading banks have warned the government against capping the resale prices of concert and event tickets, claiming the move would push ticket touts and fraudulent sellers onto unregulated social media platforms.

In a submission to ministers, UK Finance, the trade body representing Lloyds, NatWest, HSBC, Barclays and more than 300 other financial institutions, said proposed ticket price caps could backfire by driving “tout activity” away from regulated platforms such as Viagogo and towards sites like Facebook Marketplace, where fans are more exposed to scams.

While regulated resale platforms offer buyer guarantees and refund policies, informal online marketplaces typically do not — leaving victims of fake ticket scams to claim compensation directly from their banks under consumer protection rules.

Government plan aims to protect fans from inflated prices

The warning comes as the government prepares to decide whether to introduce a cap on second-hand ticket prices — a flagship Labour pledge first made by Sir Keir Starmer before last year’s general election.

A consultation launched in January proposed several options, including limiting resale prices to between 0% and 30% above face value. That would mean a ticket originally priced at £100 could be resold for no more than £130.

Supporters argue the reform would stop fans being priced out of live events after tickets for major acts such as Ariana Grande were seen reselling for up to £400 — more than triple their original price.

However, critics, including banks and secondary marketplaces, warn that the policy risks unintended consequences that could harm consumers and legitimate resellers alike.

The proposed cap threatens the business models of Viagogo, StubHub, and other ticket resale platforms that profit from commissions on second-hand sales. These companies were originally designed to allow fans to resell unwanted tickets but have since faced criticism for facilitating large-scale touting.

Viagogo — owned by the recently listed StubHub in the US — has been lobbying hard against the government’s plans, which also include potential restrictions on the number of tickets that individual sellers can list.

Now, the company has found an unlikely ally in the banking sector. In its submission, UK Finance cited research by Bradshaw Advisory claiming that price caps introduced in Ireland and Australia “failed to protect consumers or lead to good outcomes.”

That report, commissioned by StubHub International, has been fiercely criticised by campaigners as biased. Adam Webb, campaign manager for the FanFair Alliance, described the findings as “misguided”, adding: “UK Finance should speak to actual experts in those countries, not rely on the self-interested research of offshore resale websites that exploit British audiences.”

Banks warn of fraud risks if touts move to social media

UK Finance argued that stricter resale limits could trigger a surge in ticket scams as touts migrate to social media platforms. “Any increase in fraud and scams as a result of price caps will expose consumers not only to financial losses but also to emotional harm,” the organisation said.

The body urged the government to consider tighter controls on social media platforms, including mandatory validation checks for ticket listings and clear warnings that ticket sales are banned on sites such as Facebook and Instagram due to “the high-risk nature” of the activity.

A government spokesperson said ministers remained committed to clamping down on ticket touts.

“We are committed to clamping down on touts, and through our Plan for Change, we will go further to put fans back at the heart of live events,” the spokesperson said. “We are considering the evidence provided in response to our consultation and will set out our plans soon.”

The decision will determine whether Labour’s Plan for Change delivers on its promise to reform Britain’s ticketing market — or sparks a new confrontation between fans, financial institutions and tech platforms over who bears responsibility for consumer protection.

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Banks warn government not to cap resale prices of gig tickets

Jaguar Land Rover (JLR) is preparing to inject up to £500 million into its supply chain to prevent a wave of insolvencies among parts makers after a cyberattack brought production to a standstill and left thousands of UK suppliers struggling for cash.

The initiative, expected to be finalised within days, will see JLR lend directly to its first-tier suppliers through an invoice financing facility, providing immediate cashflow relief as the carmaker begins to restart operations.

The plan comes as a taxpayer-backed £1.5 billion rescue guarantee announced by ministers last weekend remains unsigned, despite being billed as a lifeline for the UK’s biggest car manufacturer. Sources close to the talks said the state-supported financing deal has yet to be approved, leaving suppliers uncertain when or if funds will flow.

JLR, which employs 34,000 people and supports around 120,000 more across its UK supply chain, has been battling to restore production following a hacking incident in early September that crippled its IT systems and halted manufacturing globally.

The government’s proposed £1.5bn facility was announced by Business Secretary Peter Kyle and Chancellor Rachel Reeves to help JLR secure short-term liquidity from commercial lenders. Reeves described it as a measure to “protect thousands of jobs,” while Kyle said it showed Labour “standing by British manufacturing.”

However, multiple sources confirmed the deal had not yet been signed, and business leaders in the Midlands have warned of a mounting crisis among suppliers.

In a letter sent to industry minister Chris McDonald over the weekend, the heads of the Greater Birmingham, Coventry & Warwickshire, and Black Country Chambers of Commerce said many firms were “running out of cash and have no guarantee of future sales.”

They urged ministers to avoid a repeat of the Carillion (2018) and MG Rover (2005) collapses, which devastated the Midlands supply base. “If the situation worsens and the loan guarantee doesn’t flow to suppliers, further measures may be necessary,” the letter warned.

How JLR’s private rescue plan will work

Under the proposed JLR facility, suppliers will be able to submit invoices for immediate payment, rather than waiting weeks for standard remittance. The scheme will initially apply to tier-one suppliers that transact directly with JLR, with the expectation that they pass on liquidity to smaller tier-two and tier-three firms further down the chain.

The initiative, which sources described as “radical but necessary,” aims to restore stability across JLR’s supply network and prevent bottlenecks as production resumes. A phased restart of manufacturing is due to begin Monday, although insiders said the carmaker is unlikely to be fully operational again until Christmas.

It remains unclear whether the £500m facility will be restricted to UK suppliers or also extended to JLR’s overseas partners, which account for around half of its parts sourcing.

The new financing programme could provide “a game-changer moment for suppliers,” one source familiar with the talks said. “This is the difference between life and death for some firms in the supply chain. Many have been operating hand-to-mouth since the cyberattack.”

While the details are still being finalised, industry insiders said the initiative could be launched as early as next week, depending on the pace of approvals and supplier readiness.

Separate £2bn bank deal boosts JLR cash reserves

In a further move to strengthen its finances, JLR has secured a £2 billion funding facility from Standard Chartered, Citigroup, and Mitsubishi UFJ Financial Group. The deal provides the company with additional liquidity to support recovery and rebuild cash buffers.

Although JLR declined to comment, analysts said the decision to self-finance supplier support underlines the carmaker’s determination to stabilise its network as the government’s rescue stalls.

The crisis underscores the fragility of the UK automotive supply chain, heavily reliant on just-in-time manufacturing and tight margins. Industry leaders have warned that even a few weeks of disruption can cause irreversible damage to smaller firms.

If JLR’s self-funded rescue goes ahead, it would represent one of the largest privately financed supply-chain bailouts in UK industry — and a crucial test of Britain’s industrial policy under Labour.

With production still constrained and state guarantees delayed, JLR’s intervention may prove pivotal in keeping the wheels of British manufacturing turning.

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JLR steps in with £500m supplier lifeline amid stalled state support

Bitcoin broke through the $125,000 mark for the first time on Sunday, extending a powerful rally that analysts say could continue into the end of the year.

The world’s largest cryptocurrency jumped 3 per cent in Asian trading to reach $125,245, propelled by institutional inflows, a weaker US dollar, and renewed political support for digital assets in Washington.

The milestone follows months of sustained momentum for Bitcoin and the wider digital asset market, buoyed by growing exchange-traded fund (ETF) activity and a steady reallocation of capital away from traditional equities and bonds.

Nigel Green, chief executive of deVere Group, said he expects Bitcoin to reach $150,000 before the end of 2025, describing the rally as “a reflection of structural change” in global markets.

“Bitcoin is no longer a speculative corner of the market; it’s being treated as a legitimate macro instrument,” Green said.
“Institutional capital, treasury allocations, and sovereign interest are reshaping the market’s depth and maturity.”

He added that each market correction this year has been followed by stronger support levels, indicating that demand is now driven by “conviction capital rather than short-term bets.”

Weaker dollar fuels demand for alternative assets

The latest surge coincides with renewed weakness in the US dollar, which has slipped to multi-week lows amid uncertainty over fiscal policy and growing debt concerns.

Investors have responded by moving into alternative stores of value, including Bitcoin, which many now view as a hedge against both inflation and sovereign risk.

“Every time the dollar softens or government data is delayed, the market is reminded of the value of decentralised, borderless assets,” Green said.

“Bitcoin’s appeal strengthens when trust in central authority is questioned — and right now, that trust is under heavy strain.”

Trading volumes topped $50 billion in the past 24 hours, according to market data, as bullish sentiment triggered new inflows and forced the liquidation of more than $200 million in short positions.

Green said the market environment for digital assets has shifted decisively since President Donald Trump reaffirmed his intention to make the US a global hub for crypto and blockchain innovation.

“When the administration signals openness to innovation, it catalyses institutional confidence,” he said. “This policy tailwind, coupled with clearer regulation, is propelling Bitcoin into the mainstream of portfolio strategy.”

Bitcoin has increasingly been trading as both a risk asset — moving in line with broader market optimism — and a safe-haven hedge, attracting investors seeking diversification amid currency volatility.

“The current cycle is defined by integration, not speculation,” Green said.
“Large asset managers, corporates and even governments are incorporating Bitcoin into their frameworks for diversification and strategic reserves.”

Despite intermittent profit-taking, analysts say Bitcoin’s accumulation trend remains intact, with institutional investors and high-net-worth individuals continuing to build positions on every dip.

Green said that with fiscal uncertainty, limited supply, and growing mainstream adoption, Bitcoin’s path towards $150,000 before year-end “looks increasingly achievable.”

“We’re in a phase where digital assets are integral to the global financial system,” he said. “Bitcoin’s limited supply and growing integration make it an essential hedge in a world of mounting fiscal pressure and currency depreciation.”

Analysts expect continued volatility but agree the market has matured significantly since the last major bull run in 2021, with liquidity, institutional participation, and policy clarity now driving the next phase of Bitcoin’s evolution.

Read more:
Bitcoin hits record $125,000 with experts predicting climb to $150,000 by year-end

Sir Jim Ratcliffe’s chemicals empire, Ineos, has introduced a company-wide hiring freeze as it prioritises debt reduction following years of rapid expansion and weakening market conditions.

The British-founded group confirmed a “general recruitment freeze” while tightening capital spending after acquiring assets worth around €2.7 billion across the US, Europe and Asia between 2022 and 2024.

The move comes as Ineos grapples with overcapacity in the chemicals market, new US tariffs and falling prices that have squeezed margins across its core businesses.

Ratcliffe, 72, who co-owns Manchester United, has halted dividend payments to focus on reducing the group’s €11.1 billion debt, aiming to bring leverage down to three times earnings.

The billionaire industrialist controls Ineos alongside long-time partners Andy Currie and John Reece through a holding structure based in the Isle of Man.

Although recruitment has been frozen, Ineos said it would continue to fill “essential” positions to sustain its 24,000-strong global workforce. Around 136 roles remain advertised across the group’s 30 business units spanning chemicals, oil and gas.

Ineos has also scaled back capital expenditure to conserve cash. However, it remains committed to its multibillion-euro ethylene plant in Antwerp, Belgium — one of Europe’s largest chemical investments in recent years.

To finance the project, the company recently raised €650 million in new debt, underlining its long-term confidence in the European market despite current headwinds.

Global chemical market slowdown hits margins

The global chemicals industry downturn has been deepened by China’s rising exports, which have outstripped domestic demand and forced prices lower worldwide. European producers, meanwhile, face higher energy costs and carbon taxes.

Credit rating agencies have reacted by downgrading Ineos’s debt, warning of uncertainty over its deleveraging targets. Moody’s said the group retains “leading market positions” and “a well-invested asset base” but remains exposed to a prolonged industry slump.

For the quarter ending 30 June, Ineos reported a pre-tax loss of €42.9 million, reversing a €291.8 million profit a year earlier. Revenues fell to €3.8 billion from €4.4 billion, while net debt stood at €11.1 billion.

The company said market sentiment “remained weak”, with Asia showing “soft conditions” and European operations hindered by energy and carbon costs. Ineos has implemented “strict controls” on discretionary expenditure and postponed non-essential projects “where it is safe to do so”.

Manchester United’s debt adds to Ratcliffe’s financial challenges

Away from Ineos, Ratcliffe faces mounting challenges at Manchester United, where the club is battling seven years of losses and £640 million of debt. Hundreds of jobs have been cut as part of a cost-saving programme.

After taking a 27.7 per cent stake earlier this year, Ratcliffe has said that the club had “gone off the rails” and been “spending more money than it’s been earning” in the run-up to his investment.

The billionaire’s dual focus — stabilising Ineos while restructuring one of the world’s biggest football clubs — highlights the growing pressure across his portfolio as global markets tighten and borrowing costs rise.

Despite the belt-tightening, Ineos insists it remains committed to its long-term industrial strategy and investment in low-carbon technologies. However, with the chemicals industry slowdown expected to persist until at least 2027, analysts say Ratcliffe faces a prolonged period of financial discipline.

As one of Britain’s richest industrialists, his ability to steer both Ineos and Manchester United through this volatile period will be watched closely by markets and investors alike.

Read more:
Ineos halts hiring as Jim Ratcliffe moves to cut €11bn debt load

The chief executive of Entain, the FTSE 100 owner of Ladbrokes and Coral, has warned the government that higher gambling taxes in next month’s Budget could lead to widespread betting shop closures and a sharp reduction in UK investment.

In her first interview since taking the role permanently in April, Stella David said any increase in gambling duties would compel Entain “to consider its investment level in the UK”. She added there was “no doubt” that higher taxes would trigger “shop closures” across its 2,300 high street outlets.

“At the end of the day we want to make a profitable global business,” David said. “If the UK becomes uncompetitive, there are other markets we can pivot to. Every point of tax increase has a consequence — certain shops become unviable, and the scale depends on how far it goes.”

The warning comes amid growing expectations that Chancellor Rachel Reeves will raise gambling taxes in her November Budget, following calls from former prime minister Gordon Brown to use the proceeds to help fund the removal of the two-child benefit cap.

Proposals under consideration include raising the remote gambling duty on online betting from 21% to 50%, increasing slot and gaming machine duties from 20% to 50%, and lifting general betting duty on non-racing bets from 15% to 25%.

A report by the Institute for Public Policy Research estimated these measures could raise around £3.2 billion annually for the Treasury.

At the Labour Party Conference last week, Reeves said there was “a case for gambling firms paying more,” adding: “They make an important contribution to the economy but should pay their fair share of taxes — and we’ll make sure that happens.”

Entain says it already ranks among UK’s top taxpayers

David insisted that Entain already makes a “fair contribution,” highlighting that the company is among the UK’s top 20 taxpayers, contributing £513 million to the Exchequer last year.

Across the wider gambling sector, operators pay about £4 billion in tax annually, according to the Betting and Gaming Council. The industry also contributes £350 million to British horse racing, £40 million to English football, and over £12.5 million to sports including snooker, darts, and rugby league.

‘Black market will be the biggest winner’ of tax rises

David warned that any sharp increase in duties would hand a competitive advantage to unregulated black-market operators, arguing that customers are often unaware they are betting on illegal sites.

“The biggest winner by far would be the black market,” she said. “These operators are there to take as much cash out of the UK as possible, with as little friction as possible. They look slick and professional — but none of the profits they make come back to the UK in tax.”

She cited the example of the Netherlands, where an increase in gambling taxes from 30.5% to 34.2% earlier this year coincided with a fall in both online and retail gaming revenues, according to the national regulator KSA.

Asked whether Entain could follow Flutter, the Paddy Power and Betfair parent that shifted its primary listing to the United States, David said it was “not on the table right now” but would be considered “if it was in the best interests of the company”.

“There are opportunities in the US,” she said. “If the situation changed here, we would have to consider them.”

Anna Hargrave, chief executive of GambleAware, said the debate over gambling taxes highlights a broader public health issue. “It’s for the government to decide on any potential gambling tax,” she said, “but we welcome the focus this is bringing to the issue, as gambling harm affects millions of people every year.”

With the Treasury eyeing new revenue sources and the gambling industry warning of job losses and capital flight, Reeves faces a delicate balancing act in November’s Budget.

For now, Entain — employing more than 14,000 people in the UK — is signalling that any sharp fiscal change could reshape its footprint on Britain’s high streets, just as Labour seeks to prove it can be both pro-growth and fiscally responsible.

Read more:
Entain chief warns Labour against gambling tax rise that could trigger UK shop closures

Jamie Oliver and his wife, Jools, have paid themselves £2.5 million in dividends for the second consecutive year, even as pre-tax profits at their core business fell by more than 30%.

Accounts for Jamie Oliver Holdings (JOH) show pre-tax profits dropped from £3.4 million to £2.4 million in 2024, despite a 6% rise in sales to £28.6 million. The results reflect a mixed year for the celebrity chef’s media and restaurant group, which saw strong growth in hospitality offset by lower income from media and brand deals.

JOH encompasses Oliver’s television and publishing ventures, endorsements, cookery school, and restaurant operations, as well as licensing and franchise income from international Jamie’s Italian and Jamie’s Deli outlets. The company also manages his long-running partnership with Tesco, which ended last year, and royalties from branded products.

Restaurant income rebounded sharply, rising to £3.6 million from just £336,000 the year before, following the launch of Oliver’s first directly operated restaurant since the collapse of his UK Jamie’s Italian chain in 2019. Franchise income from overseas restaurants also increased modestly to £3.8 million. However, royalties, endorsements and TV production revenues fell 10% to £19.8 million, reflecting the end of major deals in 2023.

The group, which achieved B Corp certification in 2019, was led by chief executive Kevin Styles until December 2024. No successor has been appointed, and the business is now overseen by its operating board.

A spokesperson said the group plans to open 12 new restaurants internationally this year, including its first sites in Oman and Greece. It has also tripled the capacity of its cookery school through a new partnership with John Lewis, opening its first in-store site on Oxford Street earlier this year.

Sales at the cookery school remained stable at around £1 million before the expansion. Oliver’s Ministry of Food foundation, meanwhile, continues to teach cookery skills in more than 1,150 UK secondary schools.

The company said trading had improved in the second half of the year despite “challenging” conditions for hospitality. The family’s dividend reflects their broader portfolio of licensing and intellectual property ventures, for which separate financial details are not disclosed.

Read more:
Jamie Oliver and wife take £2.5m dividend despite profits slump at chef’s restaurant and media empire

Jazmyn Keann White operates at the intersection of creativity and commerce, building a career that seamlessly blends the distinct worlds of fashion, music, and now, philanthropy.

She has established herself not just as a business leader in the competitive fashion space and a gifted musician, but as a visionary who uses her platform to orchestrate meaningful change. Her latest endeavor, the non-profit Voices For One, is a testament to her unique ability to weave disparate threads of passion into a cohesive and impactful tapestry.

The Architect Of A Vision Focused Career

From an early stage, Jazmyn Keann White demonstrated a natural ability to navigate multiple creative disciplines. While many entrepreneurs focus on a single vertical, White built parallel paths in fashion and music, allowing each to inform the other. In the fashion world, she is known for her sharp business instincts and a clear-eyed vision that turns artistic concepts into successful commercial realities.

White has spearheaded some highly commercially successful consumer goods brands. She views brands as a language, a way to communicate stories and emotions through consumer goods that have a high design impact but she views music as a call to a deeper purpose.

“I started in small group emotional healing centers in New York City by playing guitar while people were getting treatment. It was a blessing to be able to play worship music which is my favorite music to play. This experience showed me that life is more than just doing business and being an entrepreneur but that we all are on a human journey that needs to be recognized in ways that fashion and commerce does not, I am about deconstructing what a CEO or business owner looks like and bring a human approach to where humanity is most needed”. With this vision she became an emotional health activist and used music to bring hope and comfort to those in high emotionally driven treatment centers.

As an emotional health activist she delves into the emotional power of sound, exploring how melody and rhythm can shape human experience. This is not a hobby but a fundamental part of her professional identity. “Music is my anchor,” she says. “It strips away the noise and connects to something more fundamental. It’s a universal language that doesn’t need translation.” This deep-seated belief in music’s power would soon become the cornerstone of her most personal project.

A New Harmony: The Birth Of Voices For One

Leadership is often defined by how one responds to adversity. For White, a profound personal loss in 2021 became the catalyst for her next major undertaking. After a loved one passed away from cancer, she was confronted with the overwhelming emotional environment of treatment centers—not just for patients, but for their families and caregivers as well.

“During that time, I saw how sterile and isolating a clinical setting can be,” White reflects.

“There’s so much focus on treating the disease, which is essential, but the emotional and spiritual well-being can sometimes be overlooked. I kept thinking about how much a moment of peace or beauty could change the atmosphere of a room.”

This experience sparked an idea. She realized her unique background in business and the arts put her in a position to offer a different kind of support. This led to the creation of Voices For One, anon-profit organization dedicated to bringing music into cancer and therapy centers. The mission is simple yet powerful: to use music to provide comfort, reduce anxiety, and create moments of human connection for those navigating the difficult journey of cancer treatment.

“I wanted to build something that was both heartfelt and structurally sound,” says Jazmyn. “My experience running a business taught me that a great idea is only as good as its execution. VoicesFor One is built on a framework that allows us to reliably bring musicians into these spaces to make a tangible difference.

Leading With Purpose

Voices For One is more than a charity; it is the culmination of Jazmyn Keann White’s career. It showcases her ability to lead with both head and heart. She is leveraging her business network, her understanding of creative talent, and her project management skills to build an organization designed for sustainable impact.

The non-profit brings volunteer musicians, with White being at the center into hospitals and therapy centers to perform for patients, their families, and the staff. The goal is to transform these clinical environments into spaces of solace and healing, even if just for a little while.

“Music can lower stress, bring back a positive memory, or simply offer a distraction from pain,”

White states. “It’s a form of care that complements medical treatment by ministering to the soul.”

Jazmyn Keann White’s journey illustrates a modern form of leadership—one that is fluid, multidisciplinary, and driven by a strong sense of purpose. She has crafted a career that is not only successful by traditional business standards but is also rich with meaning. By founding

Voices For One, she is composing a legacy that will resonate far beyond the worlds of fashion and music, creating a harmony of hope for those who need it most.

For information on Jazmyn Keann White visit www.jazmynkeannwhite.com

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Jazmyn Keann White: Composing a Legacy of Impact

Done Right Roofing has built its reputation in Illinois by keeping a simple promise: be on time and put customers first. Founded in 2019 by Tiffany Wasso in Bridgeview, the company quickly became known for combining skilled craftsmanship with respect for people’s homes and businesses.

From the beginning, the mission was clear. Done Right Roofing set out to solve problems rather than just patch them over. Tiffany explains, “Helping people solve their roofing problems is why we started this business.” That focus has guided every project, from minor leak repairs to large-scale commercial installations.

The team brings together modern technology, high-quality materials, and decades of experience. They work across many roofing systems, including shingle, tile, foam, rubber, and corrugated metal. They also provide energy-efficient green roofs, helping clients save money while reducing their environmental footprint.

Yet what truly sets them apart is trust. Customers know that when Done Right Roofing agrees to a job, they will show up and deliver with integrity. “Our difference is that we show up when we say we will,” Tiffany says.

As storms become more frequent and weather more unpredictable, the role of reliable roofers has never been more important. Done Right Roofing continues to meet that need by putting safety, punctuality, and respect at the centre of its work. Through steady values and honest service, the company has established itself as a leader in roofing throughout Illinois.

Q&A with Done Right Roofing

How did Done Right Roofing first get its start?

We began in 2019 in Bridgeview, Illinois, and now operate from 4721 S. Cicero Ave, Chicago, IL 60632. At the time, we saw a gap in the market. Too many roofing jobs were rushed, and customers were often left waiting. We wanted to create a business that treated people with respect. Helping people solve their roofing problems is why we started this company.

What was your vision in those early days?

It was very simple. Show up when we say we will, and put the customer first. That sounds basic, but in construction, punctuality and honesty are often what people miss most. We built our reputation by doing the little things right.

What kinds of projects did you first take on?

In the beginning, we handled mostly residential jobs – small repairs, replacements, and maintenance. We then grew into commercial projects. Over time, we became skilled in a wide range of systems: shingle roofs, tile, rubber, foam, torch down, and corrugated metal. Every roof tells a different story, and we had to learn to read them.

What do you think makes your company different?

Our difference is that we are consistent. We show up when we say we will. We deliver what we promise. Customers often tell us that’s why they return to us years later. Roofing is not just about fixing leaks; it’s about trust.

How important is technology in your work?

Technology is helpful, but it’s not the whole picture. New materials and tools are valuable, but it’s the craftsmanship that makes the roof last. We always balance the two. That’s why we can handle energy-efficient green roofs as well as traditional systems.

What values guide your work today?

Punctuality, honesty, and respect. We believe in building relationships based on mutual trust. That means being upfront, being available, and listening. When you are on someone’s roof, you’re protecting their home or their business. It deserves care.

How has the industry changed since you started?

Weather is more unpredictable now. Storms seem stronger, and damage happens faster. That has put more pressure on homeowners to keep up with maintenance. It’s also made roofing more important than ever. People can’t afford to wait until problems get worse.

What advice would you give to someone who owns a home or business?

Do not ignore your roof. Inspect it twice a year, clear your gutters, and replace damaged shingles quickly. These simple steps prevent expensive damage later. You don’t always need a new roof – sometimes you just need to look after the one you already have.

What role does customer trust play in your success?

It’s everything. We believe customers should know they can count on us. When people let us onto their roof, they’re trusting us with one of their biggest investments. That trust is not given – it has to be earned every single time.

What do you hope people take away from working with you?

We want them to feel respected and safe. At the end of the day, roofs protect families, workers, and property. Our job is to make sure that protection is solid. People don’t always remember the details of a project, but they do remember if they could count on you.

For more about their work and values, visit Done Right Roofing.

Read more:
Done Right Roofing: An Honest Conversation About Craft, Trust and Roofs

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