Tag: rdquo

  • Court to decide if Elliott-owned firm can enforce Funding Circle debts

    Court to decide if Elliott-owned firm can enforce Funding Circle debts

    A High Court battle is set to determine whether Azzurro Associates, a debt buyer ultimately owned by the hedge fund Elliott Management, has the right to pursue two small business directors for repayment under personal guarantees initially arranged through Funding Circle.

    The case, closely watched by the alternative lending industry, centres on claims that potential flaws in Funding Circle’s documentation and processes may invalidate the personal guarantees assigned to Azzurro.
    Azzurro Associates is taking legal action against two directors of a borrower, seeking to enforce debts allegedly owed under personal guarantees. However, in an interim ruling last year, Judge Terence Phillips found that the two guarantors had a “real prospect of success” in arguing that sums due were not, in fact, payable to Azzurro or Funding Circle.
    The judge said there was a “more than arguable case” that certain documentation concerning the transfer (“assignment”) of rights might not constitute legal assignments of the underlying debts. Furthermore, he suggested that the wording of Funding Circle’s definition of “lender” could restrict the right to enforce guarantees to a narrow class of creditors, potentially excluding Azzurro.
    Industry observers say the case could raise broader questions about the validity of personal guarantees transferred through Funding Circle’s lending platform. While both Azzurro and Funding Circle assert the overall enforceability of such guarantees remains sound, any judgment against Azzurro could complicate the market for secondary debt.
    David Bloom of David & Goliath, the firm advising the two guarantors, alleges that shortcomings in how the loans and guarantees were handled cast doubt on whether Azzurro can enforce any of the personal guarantees it acquired from Funding Circle. He described the situation as a “shambles” and “totally unprofessional.” Both Azzurro and Funding Circle strenuously reject his characterisation.
    While it is no longer party to the direct claim, Funding Circle maintains that the loans were validly entered into, and that money owed under the personal guarantees should be recoverable. Lisa Jacobs, chief executive, said, “We’re really confident in our position,” while Lucy Vernall, the lender’s chief legal officer, insisted there has been “no finding that a guarantee was not enforceable or that monies were not due to Azzurro.”
    The company says even if any issues with its processes are uncovered at trial, they are “unlikely” and would be resolvable. Azzurro, for its part, contends it is “confident that the claim will be successful at trial.”
    With the High Court process under way, an eventual ruling on the enforceability of personal guarantees could shape the future of personal finance obligations, especially in the alternative lending sector. Should the judge side with the borrowers, it may prompt a re-examination of legal frameworks around debt assignments and the terms of personal guarantees—potentially affecting thousands of loans.
    Azzurro’s and Funding Circle’s arguments will be tested in full at trial. Until then, the commercial lending industry will be watching closely, mindful that this is more than just a legal tussle: it could set a precedent for how small business debt is enforced and traded in the UK.

  • Businesses using AI to file R&D tax claims risk HMRC rejection

    Businesses using AI to file R&D tax claims risk HMRC rejection

    Companies that rely heavily on artificial intelligence (AI) to prepare their Research and Development (R&D) tax claims could find their claims rejected by HMRC if the process lacks human oversight.

    That is the warning from Blick Rothenberg, a leading audit, tax, and business advisory firm.
    Ele Theochari, a Partner and R&D specialist at the firm, says the government’s recently announced AI Opportunities Action Plan offers both “opportunities and risk” to R&D claimants. A growing number of providers use AI-based tools to compile and submit R&D claims as well as additional information forms, sometimes falsely claiming they enjoy special privileges with HMRC.
    Theochari highlights concerns about the quality of AI-driven R&D submissions, warning that many appear “wordy but lack substance,” making them vulnerable to HMRC scrutiny. She notes that some large, volume-focused R&D companies have already gone out of business over the past four years due to the poor quality of their work and follow-up investigations they could not defend.
    Although AI can streamline aspects of the R&D claims process, Theochari stresses that the role of a knowledgeable adviser “cannot be underestimated.” Even accurate data fed into AI can result in mistakes and falsehoods—known as “AI hallucinations”—that compromise the integrity of a claim. HMRC’s own attempt to rely on AI for fact-checking during compliance queries has similarly encountered this problem.
    On a more positive note, Theochari points out that AI can be harnessed to effectively summarise complex technical information, identify baseline technologies, conduct research, and manage large calculations. However, she emphasises that expert input is essential to ensure any AI-generated content is factual, relevant, and ready for HMRC’s scrutiny.

  • Level Up: Why Leadership Skills are the Secret Sauce for Start‑Ups

    Level Up: Why Leadership Skills are the Secret Sauce for Start‑Ups

    Five Months In: My Start‑Up Reality, Point‑Blank

    It’s been half a year since I officially signed Cake Communications up at Companies House, yet every day feels like the start‑up rollercoaster I remember.

    From meetings that feel like endless circles, to pitching, writing proposals, and the dreaded admin grind, my life has become a whirlwind of activity. A financial whiz partner handles the books, letting me focus on business development, hunting new clients, and steering our core vision.

    What Good Leadership Looks Like

    I’ve seen the dramatic difference that great leaders can make. On the flip side, weak bosses can grind down both people and progress. That’s why when I set out to launch my own company, I vowed to lean into inspiration, not indifference. Investing in my own leadership skills was a no‑brainer from day one.

    Charles Darwin once said, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” In a communications world that’s shifting faster than a TikTok trend—traditional media fading, digital explosions, and fragmented channels—adaptation is the lifeline.

    My Leadership Quest

    Throughout my career, I’ve watched leaders become so wrapped up in delivering day‑to‑day that they neglect their own growth. That stagnation ripples out, hurting teams and stunting the business’s potential. I’ve also worked under leaders who ignited my passion and gave me a purpose to rally behind. These experiences shaped my ambition: real, actionable leadership training.

    Everyone warned me I was “crazy” for pursuing this path, but their skepticism only sharpened my resolve—thanks for the pep talk!

    Enter the 20 Twenty Program

    Instead of a purely theoretical course, I chose the 20 Twenty programme by the Cardiff School of Management at Cardiff Metropolitan University. A 10‑month sprint combining workshops, action learning groups, master‑classes, mentoring, and coaching, the goal is to craft a three‑year growth strategy. This practical, outcomes‑first approach set it apart for me.

    So far, every moment has been a highlight. Even amid the chaos of day‑to‑day, stepping away to meet fellow entrepreneurs who genuinely care about scaling their businesses has been electrifying.

    Key takeaways so far

    • Sharpening coaching skills.
    • Developing new strategies for tough scenarios.
    • Building a network of like‑minded founders.
    • Winning a speed‑networking challenge (not a surprise, given my wandering business field).

    The most delightful part? Meeting seasoned entrepreneurs who, after two decades running their “babies,” decide to invest in themselves. They prove it’s never too late to hit the books, admit you’re clueless, and grow.

    As John F. Kennedy put it: “Leadership and learning are indispensable to each other.” And that rings true, now more than ever.

  • wellhealthorganic.com:11-health-benefits-and-side-effects-of-olives-benefits-of-olives

    wellhealthorganic.com:11-health-benefits-and-side-effects-of-olives-benefits-of-olives

    What is Olives Oil (जैतून का तेल का क्या काम है?)

    जैतून जैतून के पेड़ का फल है, ओलिया यूरोपिया, जिसका अर्थ है “यूरोपीय जैतून।” जैतून के पेड़ पूरे भूमध्यसागरीय बेसिन के साथ-साथ दक्षिण अमेरिका, दक्षिण अफ्रीका, भारत, चीन, ऑस्ट्रेलिया, न्यूजीलैंड, मैक्सिको और संयुक्त राज्य अमेरिका में उगाए जाते हैं।ContentsWhat is Olives Oil (जैतून का तेल का क्या काम है?)Nutrition Facts:Benefits of Olives

    विभिन्न किस्मों के जैतून भूमध्यसागरीय व्यंजनों में मुख्य घटक हैं और स्पेन, इटली, ग्रीस, तुर्की और मोरक्को के लिए एक महत्वपूर्ण निर्यात फसल हैं। संयुक्त राज्य अमेरिका में सबसे आम जैतून हरे और काले हैं, हालांकि कलामाता जैतून भी लोकप्रिय हैं।

    वे अक्सर कटा हुआ या पूरे व्यंजनों में इस्तेमाल किया जाता है या जैतून का तेल में दबाया जाता है, जो भूमध्यसागरीय क्षेत्र में एक प्रमुख कृषि निर्यात भी है।

    जैतून का पूरा सेवन या कुछ भोजन के लिए जैतून के तेल का उपयोग करने से विभिन्न स्वास्थ्य समस्याओं से बचाव में मदद मिल सकती है।

    जैतून छोटे फल होते हैं जो जैतून के पेड़ों पर उगते हैं (ओलिया यूरोपाइआ)। वे फलों के एक समूह से संबंधित हैं जिन्हें ड्रूप, या पत्थर के फल कहा जाता है, और आम, चेरी, आड़ू, बादाम और पिस्ता से संबंधित हैं।

    जैतून में विटामिन ई और अन्य शक्तिशाली एंटीऑक्सीडेंट बहुत अधिक होते हैं। अध्ययनों से पता चलता है कि वे दिल के लिए अच्छे हैं और ऑस्टियोपोरोसिस और कैंसर से बचा सकते हैं।

    जैतून में स्वस्थ वसा को जैतून का तेल बनाने के लिए निकाला जाता है, जो अविश्वसनीय रूप से स्वस्थ भूमध्यसागरीय आहार के प्रमुख घटकों में से एक है।

    Nutrition Facts:

    जैतून में प्रति 3.5 औंस (100 ग्राम) में 115-145 कैलोरी होती है, या 10 जैतून में लगभग 59 कैलोरी होती है।

    पके, डिब्बाबंद जैतून के 3.5 औंस (100 ग्राम) के पोषण तथ्य हैं

    कैलोरी: 116

    प्रोटीन: 0.8 ग्राम

    कार्ब्स: 6 ग्राम

    चीनी: 0 ग्राम

    फाइबर: 1.6 ग्राम

    वसा: 10.9 ग्राम

    संतृप्त: 2.3 ग्राम

    मोनोअनसैचुरेटेड: 7.7 ग्राम

    बहुअसंतृप्त: 0.6 ग्राम

    Benefits of Olives

    जैतून में पाए जाने वाले विटामिन और एंटीऑक्सीडेंट महत्वपूर्ण स्वास्थ्य लाभ प्रदान कर सकते हैं। उदाहरण के लिए, कुछ अध्ययनों से पता चला है कि जैतून ऑस्टियोपोरोसिस से रक्षा कर सकते हैं, जिसमें हड्डियाँ भंगुर या कमजोर हो जाती हैं।

    जैतून भी विटामिन ई से भरपूर होते हैं, जो त्वचा के स्वास्थ्य में सुधार कर सकते हैं और आपकी प्रतिरक्षा प्रणाली को मदद कर सकते हैं।

    इसके अलावा, जैतून स्वास्थ्य लाभ प्रदान कर सकते हैं जैसे:

  • How to Stop Firefighting – Getting Past the Blocks

    How to Stop Firefighting – Getting Past the Blocks

    From Fire‑fight to Calm: A Real‑Talk Guide for Busy Bosses

    Ever feel like your company flips between being a blazing inferno and a still pond? You’ve tried to cool things down, but unexpected snags still pop up like surprise firehoses on your calm parade. Let’s dive into how to nip those blazes in the bud – without losing your sanity.

    1. Why the Fires Poof So Quickly

    • Unexpected Bubbles – A hiccup in one process can ripple across the whole operation.
    • Fear of Detail – “I’m already burning up; I can’t get into the nitty‑gritty.” That’s a classic excuse.
    • No Clear Vision – If you don’t picture what tranquility looks like, you’ll chase imaginary goals.

    2. Time‑Crunch? Invest a Moment, Save Hours Later

    Sure, you’re knee‑deep in crisis mode, but skipping the data‑collection step is like adding fuel to a fire. Here’s a quick recipe:

    1. Define your ideal calm state – picture it and write it down.
    2. Break your actions into tiny, doable steps – even a single sprint counts.
    3. Set a micro‑deadline – finish the first step by the end of the day.

    Believe it or not, you’ll see progress even when the flames are still roaring.

    3. Personality – The Silent Firestarter

    We all have hidden fire‑planners inside us:

    • Impatience: “A quick fix is all I want.”
    • Big‑Picture Bias: “If I see the finish line, I lose the path.”
    • Control Freak: “No one else gets to steer the ship.”

    Ask yourself, “Do I inadvertently block my own progress?” Feeling guilty? You’re not alone.

    4. Data Isn’t Rocket Science – It’s Your New BFF

    Even senior leaders who think “math is for math majors” can turn spreadsheets into secret weapons. Example: A former foreman (no diploma, no computers) learned to plot quality data and suddenly turned chaos into productivity.

    Take a leaf out of the maths & engineering world:

    1. Use simple graphs – a pie chart or line chart tells a story.
    2. Automate where possible – no need to crunch numbers by hand.
    3. Celebrate every small win shown in the numbers.

    Remember W. Edwards Deming: “You don’t have to be a math wizard; you just have to try.” The choice is yours.

    5. Cherish Unexpected Heroes

    When the midnight of crisis hits, the real heroes appear. That saw‑dust‑covered foreman who learned to plot data isn’t just grit – he’s a reminder that anyone can jumpfrog to success with the right tools.

    • Look at your team’s untapped talent.
    • Encourage experimentation and celebrate small breakthroughs.
    • Be your own biggest cheerleader.

    Bottom Line

    Calm isn’t a distant dream; it’s a series of small, intentional actions. Dive into the details, keep an eye on data, and keep your personality in check. With a bit of humor, a sprinkle of emotion, and the right mindset, you’ll turn your business into a well‑timed, chill beat – not a wild, burning rhythm.

  • From Firefighting to Serenity: Find Your Calm

    From Firefighting to Serenity: Find Your Calm

    Stop the Fire‑Fight! Turn Your Day into a Calm Cruise

    You’re juggling quality hiccups, part shortages, and team drama—just when you think you’ve caught a breath, a new crisis pops up. If that sounds familiar, you’re not alone. The good news? With a few simple moves you can shift from chaotic firefighting to a calm, controlled vibe.

    My Early Lessons on the Assembly Line

    I began as a Production Superintendent, watching 80+ folks sprint to build Rover 800 doors. I was a “headless chicken,” scrambling to solve every problem that hit me. Everyone was in the same hot‑spot, and a “it’s just how it is” mindset prevailed.

    Consulting with Honda changed everything. Their pace was noticeably calmer—no frantic sprinting here. I promised myself that I’d bring that serene atmosphere back to my team. Fast forward 20 years: those same tactics live in every role I’ve taken, and they’ve become a cornerstone of the businesses that work with me.

    How to Shift From Fire‑Fight to Calm

    1. Know Your Current Mood

      Picture a 0–10 scale where 0 is “all calm” and 10 is “full-on firefight.” Write down your current number. Repeat every month so you can see if you’re moving toward peace.

    2. Visualise the Calm

      Picture the day you’re not sprinting, but strutting through tasks. What does it feel like? What does your environment look like? Paint that vivid picture—mind‑oriented, body‑oriented, all of it.

    3. Build a Concrete Plan

      Map out concrete metrics that support that calm: New customers, project scope, margin targets, conversion rates. Think numbers that should magically lift you out of the firefight.

    4. Dig Into the Details

      This is the game‑changer. Identify why you’re off‑track: maybe pricing is too low, delivery times too long, or customer churn is high. Ask “how do we turn this around?” The exact answer might be a 40% revenue lift or a 57% re‑order boost, cutting delivery lag from 30 days to 15 days. With clear numbers, you can plan real improvements instead of chasing an impossible “X” target.

    Don’t shy away from a quick pause, even amidst a raucous firefight. Take a breath, jot down point 4—it’s worth the effort for the biggest payoff.

    What’s Next?

    Next week I’ll dive deeper into preventing new fires from igniting in the first place. Stay tuned for more actionable tricks to keep your ship steady, even when the seas get rough.

  • ‘Pro-growth’ data reforms bring opportunities and risks

    ‘Pro-growth’ data reforms bring opportunities and risks

    On 1 January 2021, following the end of the Brexit transition period, the UK’s data protection laws were changed. Out went the EU’s General Data Protection Regulation, and in came the UK’s very own version of the GDPR.

    Changes were also made to the Data Protection Act 2018. But these were mainly technical. The rights and obligations remained largely the same. Until now.
    The UK government has recently dropped some strong hints that substantial change may be on its way. In a comment piece in the Financial Times, the Secretary of State for Digital, Culture, Media and Sport, Oliver Dowden, argued for a new approach to data protection in the UK. He wants data protection to be focused more on the positive benefits of using data rather than seeing it solely as about risks and harms. And in a speech reported by Sky News, Dowden is quoted as saying that the UK should have a “more pro-growth, more pro-public policy approach” to data protection.
    What does all of this mean in practice? It isn’t entirely clear what a ‘more pro-growth’ approach would look like, although the tone of Dowden’s comments certainly suggests that the government is seeking to reduce some of the more onerous requirements that data protection law places on businesses. This could mean reducing or even removing completely some of the accountability obligations, such as the requirements to appoint data protection officers, keep detailed records of processing activities and carry out data protection impact assessments. Whilst there is no doubt these can be costly for some businesses, other businesses are already exempt from these requirements. Other potential changes could include broadening the circumstances in which personal data can be used, narrowing some individual rights and widening exemptions to the rules to allow greater innovation in the use of data.
    There are opportunities here. Our data protection laws are far from perfect and there is much that could be improved. The obligations are overly complex and difficult to interpret, the language is technical and the laws are very widely misunderstood. Not for nothing has the Information Commissioner needed to publish a series of blogs about ‘GDPR myths’, trying to combat fake news about data protection which continue to flourish due to this lack of understanding.
    One option may be to remove small and medium sized businesses entirely from compliance with certain data protection obligations. Although this may be superficially attractive to allow new and growing businesses to innovate, it is arguably more costly in the longer term (not to mention far riskier) to bolt on data protection compliance to a mature business, rather than building it in from the start.
    So the government will need to tread very carefully in making any changes. Whatever amendments are proposed, these should not put at risk the European Commission’s intention to grant the UK the ‘adequacy’ decision it requires to continue the free flow of data between the EU and the UK, which is crucial to so many businesses in the UK. For this reason, it is unlikely that the government will radically alter the rights of individuals, such as right to be told about how their data is processed and the right of access, or the enforcement regime currently operated by the Information Commissioner. Any major relaxation of the data export rules will also risk undermining the prospects of an adequacy decision.
    Another potential risk for making wholesale changes is that UK businesses which operate in the European Union or which sell to customers within Europe will continue to need to comply with the EU’s GDPR. Currently, UK law is very closely aligned to the EU’s GDPR, and so this requirement to comply with two different legal regimes is actually relatively straightforward. However, if the UK government chooses to make significant changes, a large number of businesses will need to adapt their activities in order to comply with both the EU’s and the UK’s (potentially very different) data protection laws. This is likely to add to, rather than reduce, the compliance burden.
    In my December column, I made some predictions about what 2021 may bring to the world of data protection. In light of these developments, it appears I was right to mention the possibility of changes to the UK’s data protection laws, although perhaps I was wrong to say “don’t expect to see a significant shakeup”. Businesses will await the government’s detailed proposals with interest.