Lidl is calling for the return of a beloved icon of the nation’s football memories – the half-time orange slice. The call to arms comes as new research reveals that half of Brits who played sport as children remember the iconic half-time orange as a core memory from childhood football matches. The nostalgia is strongest amongst those aged 55 and over, with 64% remembering the tradition. In contrast, only 29% of 18-24-year-olds recall receiving the juicy snack during half-time. Over the years, this half-time ritual has disappeared and been replaced with alternative snack choices. For parents in GB who have children 18 or under who play matches cereal bars (35%), protein bars (5%) and even chocolate (30%) and crisps (27%) have become popular options for many, while fewer than one in five parents (19%) still choose the humble orange slice for their children’s half-time go-to snack. Registered nutritionist, Dr Hazel Wallace, also known as The Food Medic, believes orange slices are just as effective for giving a half-time boost: “As a nutritionist and someone who’s always been active, I know how important food is for fuelling performance and supporting recovery - ideally from whole foods! Oranges have been a classic half-time snack for years (I remember having them during hockey and football matches), and they offer a refreshing combination of fluid, electrolytes, and vitamin C. That makes them great for hydration and supporting immune function with the added bonus of being naturally sweet and easy to digest.” The research revealed why the ritual has fallen off our radars. For many parents it’s because they are messy (33%) and too much effort to bring (31%). Yet approximately two thirds of parents (62%) agree it would be a good idea to bring back the orange slice ritual to their kid’s football games. Amongst those who agree with this sentiment almost two thirds of parents think it’s an affordable and accessible snack (65%) and it’s an easy way to get their child(ren) eating more fresh fruit and getting one of their 5-a-day (62%). Parents also pointed to it being traditional (47%) and a good way to step back for a short time from the competitive nature of the game (41%). Georgina Hall, Director of Corporate Affairs at Lidl says, “There’s something brilliantly nostalgic about the humble orange slice – a half-time memory that’s stayed with many of us since childhood. As the official Fresh Fruit and Vegetable Partner of the UEFA Women’s EURO 2025™, we’re proud to bring the nation together in support of the England and Wales teams." "Whether you’re pitch side or watching from home, it’s a fun and meaningful way to celebrate the tournament – and a great reminder that fresh fruit remains a simple, feel-good choice for everyday athletes.” As the Official Fresh Fruit and Vegetable Partner of UEFA Women’s EURO 2025™, Lidl is offering 250 grassroots teams across Great Britain the chance to pick up free oranges to enjoy at half-time throughout the Women’s Euros tournament. To enter for a chance to win a voucher to spend in store, members of the public can visit this link before the tournament ends on Sunday 27th July.

M&S is significantly accelerating its store rotation and renewal programme, with sixteen new, nine extended and twelve renewed stores planned to launch this financial year. The new and renewed stores represent £300million of investment. All the stores will have the latest signature M&S format, with bright entrances, wider aisles and modern shelf displays to showcase the quality products from Dine In to fresh produce. The new stores include 12 food halls, two full line stores and two outlets with the previously announced brand-new full line stores in Bath Southgate and Bristol Cabot Circus, and new Food halls in Bell Green Sydenham, Abingdon, Cannock and Farnham. M&S will also renew twelve and extend nine existing stores, bringing a wider range of products to customers on a variety of shopping missions. In the last year, M&S has signed 47 deals for new and renewed stores to open by FY 2028 – more than the previous three years combined and marking a significant acceleration in momentum in its investment across its owned estate. The new stores opening this summer offer customers a great quality shopping experience whether for Food on the Move in Bristol Airport, a weekly shop in Aberdeen or click and collect from Fashion, Home and Beauty products online on the way home from work on Oxford Street. M&S continues to identify new locations to further fill its pipeline of new stores to bring customers a better shopping experience with market-style fruit and vegetables, bakeries equipped with barista-style coffee and wider spacious aisles from the beauty counter to the checkout. Over 300 new locations are being considered for new stores across the UK from Elgin to Exeter. M&S CEO Stuart Machin said: “This year we are stepping up the pace of our programme and investing over £300m to rotate and renew stores across the country." "We have a rigorous strategy to make sure we have the right stores in the right places, and this year we will deliver 37 new and renewed stores with the best of our Food, Fashion and Home and Beauty to our 32 million customers.”

Responding to the Government’s roadmap setting out how it will deliver its new package of additional employment legislation through Make Work Pay, Tina McKenzie, Policy Chair at the Federation of Small Businesses (FSB), said: “Today's timetable sets out when waves of disruptive changes will now hit small employers in the coming months." “More than nine in ten small employers are already seriously concerned about this Bill, and the 28 new measures here have not yet been improved during the legislative process." “The clock is now ticking, and without listening to proposals from business to improve these reforms, the changes simply add complexity and risk to new hiring and existing employment." “Conflict and costs on small employers will escalate, which the Government itself estimates will mount to £5 billion a year. There is nothing in these announcements to help create growth or achieve 80 per cent employment." “It’s a lot for small employers to take in – from changes to Statutory Sick Pay (SSP), unfair dismissal and how zero hours contracts work – and they don’t have HR teams to help them navigate the complex changes." “Putting plans to expand unfair dismissal from day one back to the tail end of this whole process shows the Government realises just how complicated and difficult it is. But there’s no two ways about it; all it’s going to do is make small employers more reluctant to recruit and fearful of being open to vexatious claims. It will also open up a tribunal system already at breaking point to a flood of spurious cases. This will increase the denial of swift and fair justice to far more people." “It’s those furthest from the jobs market who will then suffer, because the less risk small employers can afford to take, the fewer second chances, fresh starts and first jobs they’ll be able to offer. That means more people left on the sidelines, stalled growth and a ballooning welfare bill the country can’t afford." “Small employers want to do the right thing, and crucially, they want to grow. Taking someone on must not mean risking a tribunal claim from day one, with the pressure to settle despite doing nothing wrong, or face two years of expense and worry. Of course, existing protections against unfair dismissal on day one, including for protected characteristics, are and must remain, non-negotiable." “A practical way forward would be creating a dedicated route outside the tribunal system, handled by the new Fair Work Agency that will now launch next Spring. This would give employees a place to raise concerns while protecting small firms from being pushed into legal action before probation is even complete." “The Government must conduct further work with small employers, fix the flaws and make sure that any new measure brought in actively encourages growth, rather than impeding it." “Today’s timetable also now confirms the date for much larger SSP payments to come in, in April next year. That makes the coming Autumn Budget the key moment to bring in a rebate for small employers, allowing them to manage rising costs and easing the pressure when staff need to take time off when they’re sick." “Sickness absences already cost an average small employer more than £3,500 per year, or £5 billion across the economy, and today's announcement will see these rise dramatically from next April. We need a better focus from Government on helping small firms look after people and get them back into healthy work.”

With the UK’s Big Four accountancy firms – Deloitte, EY, KPMG and PwC – significantly increasing adoption of generative AI to automate the entry-level administrative tasks,  graduate job intake is seeing the chop with cuts as high as 29% in some firms . Driven by a post-pandemic consulting slump and the need for cost-cutting measures, firms are reducing hiring and capitalising on the boom in AI to meet growing client demand. This strategic shift may align with UK government goals of becoming a global AI hub, with projections suggesting AI could add £200bn to the economy. However, firms face the challenge of low public trust in AI, and the battle of whether AI tools are mature enough to fully replace talent in any capacity.  Jon Bance , chief operating officer at  Leading Resolutions , believes that resource augmentation is a key part of an innovative consultancy approach, but AI tools should not be wholly used to replace talent, even for entry-level tasks.  “Graduate roles are intended to be necessary training for the industry professionals of tomorrow. Replacing them entirely with AI tools may be a short-term fix and efficiency burst, but ultimately damaging to the industry long-term, as talent is no longer gaining experience."  “Whilst the UK is leading the charge when it comes to the goal of becoming a global AI hub, this AI-focused approach cannot ignore the fact that we are also a global leading exporter of quality management and technology consultancy. It is in our best national interests to ensure that we don’t sabotage our talent, not just today’s talent, but also the talent of the future, by choosing to replace them with AI bots for cost-cutting, ease or laziness.”  Jon continues: “As AI continues to drastically reshape the technology landscape, headlines often focus on job displacement and the automation of teams. The reality is far more nuanced. AI is not replacing people; it’s redefining how they work, accelerating existing teams. When it comes to the makeup of delivery teams, especially in software engineering and development, AI can generate clean, functional code faster than ever." “This is especially impactful in more repetitive or templated development tasks, yet still critically requires human oversight, strategic thinking and wider contextual understanding. Much like the automation wave of the last decade, AI is taking on repeatable, rules-based tasks. This frees up skilled professionals to focus on higher-value work such as design, strategy, stakeholder engagement, and innovation.” Jon highlights that the best team approach will focus on resource augmentation rather than replacement, and that AI cannot be a complete replacement from graduate roles for the future of the industry. “We see agentic AI as a smart partner, offering suggestions, surfacing insights, and proposing next steps. But the human remains in control, making the final decisions and applying judgment. It’s one component of the broader delivery model, with the best outcomes coming from teams blending AI tools with human expertise, empathy and domain knowledge.” “However, where these firms are making critical errors is through axing their entry-level teams to shore up wider inadequacies. Training the teams of the future is a massive responsibility for the leaders of the present, and so turning to AI to preserve seven-figure partner payouts ultimately doesn’t address the issue." “AI plays a part in helping grad roles but is by no means their replacement. Bringing in new and future talent, alongside adequate training to maximise value from the technology of today and tomorrow, is the best course of action to create the most impact from your teams." Jon concludes by speaking on AI in consultancy approaches a whole: “A human-led approach cannot be replicated or surpassed by AI. Consultancy at its core relies on building that human connection with clients, and an empathy-led approach needs that relationship to flourish to get the most from that relationship. An AI tool simply cannot replicate that, and thus the result is purely sabotaging the operational teams of the future for short-term benefits in the present.”

Cynergy Bank has become the official banking partner of Brentford Football Club. The partnership will extend to four seasons, starting in 2025/26, and will see the Bank work closely with both the men’s and women’s teams. Cynergy Bank chose to partner with Brentford Football Club, commonly known as ‘The Bees’, due to a strong alignment in core values and strategic outlook. Both organisations are recognised as challengers in their industries, with Cynergy Bank innovating in the landscape of digital banking, and Brentford FC exceeding expectations to finish in the top half of the Premier League table last season. This partnership is underpinned by a mutual commitment to innovation, a data-driven mindset, and a focus on delivering outstanding experiences – for both customers and fans. Cynergy Bank’s unique ‘Human Digital’ approach closely mirrors Brentford FC’s forward-thinking philosophy. The club has earned a reputation as one of the most progressive in the game, leveraging digital technology and analytics not only to enhance on-pitch performance but also to drive strategic decisions across the organisation. Together, the two partners will showcase how these elements can work simultaneously to achieve excellence. As official banking partner, Cynergy Bank has an opportunity to engage with business leaders across the community, offering tailored banking solutions and long-term financial support designed to meet their evolving needs. With West London standing as the UK’s second-largest regional economy and a thriving hub for SMEs, this partnership positions Cynergy Bank at the heart of one of the country's most dynamic business ecosystems. Sharon Maguire, Chief Operating Officer at Cynergy Bank, said: "We are so proud to partner with a Club that shares so many values with Cynergy Bank. Brentford FC is agile, innovative, and they use the power of data to their advantage – something we also pride ourselves on." “I’m excited to support not only the men's team but also the Brentford women's team. At Cynergy Bank we’re passionate about supporting equality and diversity in everything we do, and I’m excited to champion the incredible talent and potential within women's sports. I look forward to seeing how this partnership will inspire our communities and empower future generations.” Fran Jones, Brentford FC’s commercial director, said: “We’re delighted to welcome Cynergy Bank as our official banking partner. This partnership is based on shared values around innovation, performance and community. Like Brentford, Cynergy aims to do things differently in their sector, as well as provide a more human approach to their services." “We see a lot of potential where Cynergy Bank can also support west London’s thriving SME community to support growth in the region.”

The Royal Horticultural Society (RHS) is partnering for the first time with the RSPB to create a show garden at the RHS Hampton Court Palace Garden Festival 2025. The RSPB and RHS Swift Garden, designed in an exciting collaboration between landscape architect Lilly Gomm and horticulturalist Coralie Thomas, will bring to life one part of the migratory journey of one of the UK’s most remarkable yet threatened birds. Swifts are small but mighty, flying from the savannahs and forests of Africa to the towns and cities of the UK – and back again – each year. During its lifetime, a single Swift can fly an astonishing two million miles – the equivalent of four round trips to the Moon. These magnificent birds spend nearly their entire lives in flight – eating, drinking, mating, bathing and even sleeping on the wing, and they depend on healthy insect populations and suitable nesting sites for their survival. Their numbers plummeted by 68% between 1995 and 2023, and they are on the UK Red List of birds of highest conservation concern. The Swift Garden aims to raise awareness of the species’ dramatic decline while celebrating their awe-inspiring journeys. It will represent the varied habitats that Swifts fly and feed over during their breeding season in the UK– including meadows, woodlands, and gardens – and will highlight the importance of planting for biodiversity. By encouraging gardeners to grow diverse, insect-friendly plantings, the garden promotes practical steps everyone can take to support these birds, and much other wildlife besides. A key feature of the garden will be sculptural representations of their nesting sites – such as Swift bricks - that can be introduced into domestic homes and other buildings to help Swifts thrive. Lilly Gomm, Landscape architect and garden designer, said: “I’m thrilled to be designing the RSPB and RHS Swift Garden with Coralie. These magnificent birds are a true symbol of summer skies and they need our help. By showcasing habitats rich in biodiversity and the small changes we can all make – like planting insect-friendly flowers or installing Swift boxes – I hope visitors will feel inspired to take action for wildlife in their own gardens.” Bill Bailey, comedian and musician, said: “Swifts are majestic birds. I’m delighted to be joining forces with the RSPB and the RHS to bring attention to these incredible aerial acrobats, whose presence is such a joyful part of summer. Their dramatic decline is deeply worrying but there’s still a lot we can do to help." "This garden is not only a celebration of Swifts but also a timely reminder that by making our homes and gardens more wildlife-friendly, we can all play a part in securing their future.” The RHS Hampton Court Palace Garden Festival runs from 1-6th July 2025. For more information and to buy tickets visit: https://www.rhs.org.uk/shows-events/rhs-hampton-court-palace-garden-festival

Small business owners face a growing challenge: the “infinite workday” is stretching hours and draining productivity. To protect teams from burnout and sustain creativity, leaders must set clear boundaries, rethink workflows, and prioritise wellbeing. For many small business owners and their teams, the modern workday no longer starts at 9 or ends at 5. Instead, it can stretch from dawn to dusk – sometimes even beyond. According to research conducted by Microsoft, the “infinite workday” is now a defining feature of knowledge work globally. Early-morning email checking, a deluge of daytime messages and meetings, and late-night catch-ups have become routine. Owing to the rise of hybrid and remote working, it’s quietly become the norm – but that doesn’t mean it’s sustainable. Microsoft’s data has found that a third of employees now work across evenings and weekends, and nearly 1 in 3 say the pace of work has become “impossible” to keep up with. For small businesses, this always-on culture presents a unique risk. Unlike larger organisations with layers of management and HR support, small teams are more vulnerable to burnout, resentment, and high turnover if the pace becomes unsustainable. So, what’s driving the infinite workday, and why should small business owners push back? Joe Phelan, money.co.uk business bank accounts expert shares his thoughts. The hidden costs of always-on culture The root of the issue isn’t laziness or inefficiency – it’s overload. Constant notifications, fragmented calendars, and reactive workflows mean employees are working longer just to keep up. It’s now easier than ever for the boundaries between work and home life to blur. When your office is also your kitchen table, switching off becomes harder, and work-related strain can build. The Burnout Report 2025 suggests a worrying culture of silence around stress. Many employees endure high pressure without adjusting their workload or taking time off, while others hesitate to disclose how much stress they are under. This presenteeism hides the true toll on productivity. Only 29% of workers report feeling fulfilled at work, while many say they are routinely bored or lonely, and find themselves unable to switch off. Outside the workplace, factors such as poor sleep, money worries, and health challenges further chip away at wellbeing, compounding the impact of work stress. When the strain is invisible, leaders can struggle to recognise it, making it urgent to foster open cultures and clear boundaries. This erosion of boundaries can lead to serious consequences: burnout, higher turnover, diminished creativity, and leadership fatigue. One in three UK adults experienced high stress last year, and many small business owners admit they rarely take full holiday breaks. As workloads grow, so do working hours, creating a vicious cycle of exhaustion and falling productivity. Something has to give. Five ways small businesses can break the cycle Avoiding the infinite workday doesn’t require massive tech overhauls or expensive consultants. It starts with intention, leadership, and a few smart strategies: 1. Redesign the rhythm of the workweek Instead of defaulting to back-to-back meetings and reactive workflows, carve out blocks of uninterrupted focus time, especially during employees’ peak productivity hours. Consider “no-meeting” mornings or “focus days” to give people space to think and create. 2. Set (and model) clear boundaries If you’re replying to emails at 10pm or Slack messaging on weekends, your team will follow suit. Model healthy behaviours by working within set hours and respecting others’ time. 3. Reframe urgency Encourage teams to differentiate between urgent, important, and nice-to-have. Too often, the default is to respond instantly, which fuels the cycle of disruption. 4. Use smart tools that work for you, not the other way around Whether it’s AI-powered assistants or financial tools like business bank accounts with real-time cashflow alerts or business credit cards that automate expense tracking, smart systems can ease admin burdens. Look for tech that reduces manual effort, whether that’s summarising meetings, reconciling expenses, or simplifying payroll. 5. Check in on workload and wellbeing regularly Make time for honest conversations about workload and mental health. Are people coping? What’s draining their time? What could be paused, delegated, or dropped? A regular pulse-check can help you identify overload before it turns into burnout. The “infinite workday” is a profound leadership challenge. For small business owners, this represents not just an operational adjustment, but an opportunity to craft a healthier, more sustainable work culture. The future of work doesn’t have to be defined by endless hours; it can be shaped by clear boundaries and smart strategies that help everyone work smarter, and live better.”

Private sector companies expect activity to fall at a firm pace in the three months to September (weighted balance of -18%), according to the CBI’s latest Growth Indicator. Expectations are less negative relative to May, but extend a period of pessimism that began late last year. Business volumes in the services sector are anticipated to decline (-14%), driven by expected falls in both business & professional services (-10%) and consumer services (-31%) volumes. Distribution sales are expected to fall in the three months to September (-40%, the weakest expectations since September 2022), while manufacturers expect output to fall only slightly (-5%). The negative outlook comes as private sector activity fell again in the three months to June, at the same pace as in May (-26%). The decline in activity was broad-based across all sectors. Alpesh Paleja, CBI Deputy Chief Economist, said: “While negative expectations for activity have eased a little, our surveys still point to challenging conditions for businesses. Firms cite a very mixed picture on activity: while there are pockets of strength in the economy, it’s clear that sizeable headwinds to growth remain." “Companies are still grappling with higher employment costs, cautious spending behaviour on the part of households, and increasing global uncertainty. The recent volatility in global oil prices is also one to keep an eye on, given its scope to exacerbate costs and inflationary pressure." “The Industrial Strategy does address some of the more immediate headwinds to growth: notably, delivering competitive energy prices and easing access to talent are steps in the right direction. But firms – particularly those outside of the Strategy’s purview - will be looking for further certainty in the Autumn Budget to boost the UK’s overall competitive edge. This includes further clarity on when business will benefit from greater Growth and Skills Levy flexibility, and business rates reform.” Key findings from our monthly Services Sector Survey showed: Business volumes in the services sector declined in the three months to June (-24%), at a broadly similar pace to the quarter to May. The latest data marked eight consecutive rolling quarters of decline. Both business & professional services (-20%) and consumer services (-43%) volumes fell through the quarter. Hiring intentions within the services sector remain weak. Business & professional services expect headcount to fall modestly over the next three months (-10%), while consumer services companies continue to expect a sharp fall in numbers employed (-36%). Selling price expectations (+24%) for the quarter to September are elevated and stand well above the historic average (+7%). Inflation expectations in business & professional services were broadly unchanged from May (+23%) and have accelerated somewhat for consumer services firms (+29%). Both readings remain above their long-run averages.

Photo Credit : © Scott Louden A 1,000-year-old Viking sword pommel, medieval coins and a replica of an embroidery panel created by Mary, Queen of Scots are among a number of historic artefacts on display as part of a new exhibition at Dumbarton Castle. The Rock of Ages exhibition, located in the Governor’s House, has opened following an extensive refurbishment which includes conservation works to help ensure a suitable environment for significant objects to be displayed to visitors. The exhibition features historic objects from the HES collection, as well as loaned items from English Heritage and the Argyll and Sutherland Highlanders Museum. Artefacts which were discovered during a 1970s excavation of Dumbarton Rock, where over 300 objects were uncovered as well as the charred remains of the early fortress, are also on loan from the Hunterian Museum. This includes a 1,000-year-old Viking sword pommel which may have come from the Viking siege of the Rock in AD 870. Some of the objects on loan from the Hunterian Museum have never before been on display to the public. This includes iron arrowheads dated c.1300 from the Wars of Independence, silver coins from the reigns of Edward I (1296-1305) and Edward II (1307-1327), glass beads, and glass fragments dated from more than 1,500 years ago. Some of the pottery fragments that feature in the exhibition are from vessels which would have carried wine and perhaps olive oil, showcasing how well-connected Alt Clut, the early medieval stronghold, was to continental and Mediterranean Europe. Glass beads worn as jewellery by both the men and women of Alt Clut along with counters from ancient board games give further insight into life on the Rock. Items from the HES collection include a replica of a toucan embroidery by Mary, Queen of Scots which was one of 37 needlework panels created by her during her imprisonment in England before her execution in 1587. Mary was sheltered at Dumbarton Castle as a child in 1548 before boarding a ship to France. In addition, an early 19th century jewellery box, decorated using twists of paper which is thought to have been made by a French prisoner held at Dumbarton Castle during the Napoleonic wars, also features in the exhibition, as well as three decorated carved stones, weighing up to 183kg and dating as far back as the 10th century, which are now back on display at the Castle following an intricate operation to install them via crane. On loan from English Heritage is another rare item on display - a 150kg cannonball which was made to be fired from Mons Meg. In 1489, the six-tonne medieval cannon was dragged across the country from Edinburgh Castle to Dumbarton Castle as part of James IV’s claim to reclaim Dumbarton Castle after it was seized by nobles. Visitors to the Rock of Ages exhibition can also enjoy a virtual tour of the Castle which will take them on a journey to key locations throughout the site including the top of Dumbarton Rock, offering alternative access to the steep slopes and spectacular views of the River Clyde. Stephen Duncan, Director of Marketing and Engagement at HES, said: “This exciting new exhibition will allow visitors to discover the stories of Dumbarton Castle through the historic artefacts discovered there, giving a window into the extraordinary past of one of Scotland’s oldest castles. It is a fantastic experience for anyone interested in exploring 1,600 years of Scottish history.” Paul Neeson, chair of Dumbarton Castle Society, said: “This new exhibition is a welcome addition to Dumbarton Castle." "To be able to display iconic and historic artefacts and interpretation to describe and illustrate the history of these items alongside the long and fascinating history Dumbarton Castle and the legends associated with it will be a huge boost.”

Ealing Trailfinders are thrilled to announce the signing of Isla Norman-Bell. Born in Gillingham and brought up in New Zealand from the age of two, Norman-Bell brought a kiwi flare to the international stage for both England and Team GB. A lightning quick threat on the field, the playmaking Olympian boasts significant international pedigree accumulated and finely tuned on the Sevens circuit. Upon signing for Trailfinders Women, Norman-Bell said: “I’m super pleased to be joining Trailfinders, and the opportunity to be back playing 15s this season. This is a top four team, and I can’t wait to test myself in the PWR. Barney’s vision and style of play will really suit my skillset. I’m able to play a structured game but thrive when given the freedom to play what I see, and that was a deciding factor when choosing the right club for me.” Head Coach, Barney Maddison said: “Isla’s a really exciting player. She’s been fantastic on the Sevens circuit for Team GB over the past couple of seasons. I love that we can bring her into the fifteens game – I think she’s going to be an exciting prospect."

A top expert in the law on disputed family estates and trusts has highlighted the implications of a case involving fraud by abuse of power. Dan Flynn, a Solicitor Advocate and a Partner at regional law firm Ellis Jones Solicitors, says the case of a Welsh mother sentenced to a jail term has lessons for any trustee or executor appointed to ensure a Will is properly sorted out. Dan, who is based at Ellis Jones’ office in Fleet Street, London, gave his opinion after the Swansea Crown Court ordered Katherine Hill to pay back a £50,000 inheritance she stole from her two daughters. She and her father Gerald Hill had earlier been convicted of fraud by abuse of power in relation to the Will of her late mother Margaret who died in 2014. The Will stated that the sum of £50,000 Margaret put in trust for her two granddaughters, Katherine’s children, should be held until they reached 25. Since the pair were only twelve and 15 at the time, Katherine was appointed to keep the money safe. Instead, Katherine, of Alltwen in Pontardawe, Neath Port Talbot, put the money in an ‘instant saver’ account despite being advised not to, and drained it on successive withdrawals over the course of a year. The breach of trust has left both daughters traumatised and estranged from their mother. Dan said: “This is a stark reminder of the serious obligations trustees and executors hold. In this case, £50,000 intended for two young beneficiaries was taken instead by a trustee, their mother, who was legally and morally obligated to protect their inheritance." “This was not just a family falling-out, it was a criminal act. Trustees and executors must remember they are not free to use estate or trust money as they please. If you are appointed as a trust or executor, you are holding it for someone else. Taking it is theft.” Dan, who works in Ellis Jones’ Dispute Resolution department, added: “Your duties are governed by legislation, requiring you to act with care, keep funds safe and invest prudently. You are expected to preserve and possibly grow the assets, especially if the assets are held on trust long-term. You must act impartially and avoid any conflicts of interest. If you cannot fulfil the role properly or neutrally, step aside before becoming involved.” For those making a Will, Dan said the case was a ‘sobering reminder’ to choose your trustees and executors carefully. “A tricky family dynamic makes no difference to the obligations placed on them,” he said. “Pick people you can trust and who have no conflicting personal interests.” For beneficiaries who feel they have been disadvantaged, Dan’s advice is that there are options. “You do have rights,” he said. You can apply to court to compel trustees or executors to act properly or even replace them. However, a court order is useless if there are no funds or assets left. Think practically and be sure there is a realistic prospect of recovering your inheritance. In the Hill case, the daughters were fortunate some money remained.” In summary, Dan said: “This case reminds us all that managing someone’s inheritance brings with it a legal duty, not a personal entitlement. Abuse of trust can, and should, carry consequences.” As a specialist in disputed trusts and estates, Daniel manages a busy caseload focused on the law of probate including disputes around inheritance, Wills, breach of contract and the roles of executors and trustees. He is one of three senior Ellis Jones lawyers who are Solicitor Advocates, meaning they have the same rights of audience as barristers in their respective specialisms. Dan is also a full member of the Association of Contentious Trust and Probate Specialists (ACTAPS). Ellis Jones is a regional law firm with offices in Dorset, Hampshire and London.

Amid global economic uncertainty, from geopolitical tensions to inflationary pressures, it’s easy to miss a quieter, yet equally critical crisis closer to home. New research from Manx Financial Group reveals that nearly a third of the UK’s SMEs have been forced to pause or abandon growth plans due to a lack of access to finance. Let that sink in - 30% of the businesses that make up half of all private sector turnover in the UK have had to hit the brakes, not for want of ideas, ambition, or market demand, but because the capital they need simply isn’t within reach. This is more than a missed opportunity for individual firms. It's a structural failure that threatens national productivity, innovation, and job creation. Our fourth annual SME survey paints a stark picture: whether it’s hiring, investing in R&D, developing new products, or entering new markets, SMEs are being stifled. And while the UK boasts a growing ecosystem of fintechs and challenger banks, too many SMEs still find accessing external finance a complex and frustrating process. One in ten SMEs are denied funding outright. Many more are discouraged from applying at all, put off by high interest rates, rigid repayment structures, and the perception that lenders don’t understand their business models, especially in newer industries or regions outside the South East. This isn’t just anecdotal. It’s systemic. Nearly 40% of SMEs now expect stagnant growth over the next year, up sharply from 25% last year. And the problem isn’t a lack of drive or opportunity; it’s the financial infrastructure meant to support them. While large corporates can tap global capital markets or hedge against volatility, SMEs remain disproportionately vulnerable to rising costs, disrupted supply chains, and interest rate instability. They are, in many ways, the canaries in the economic coal mine, hit first and hardest by shocks, yet often least equipped to respond. The gap between potential and performance is enormous. Our research shows that, with suitable funding, most SMEs believe they could grow by up to 13% in the next 12 months. That figure represents billions in lost GDP, a cost the UK economy can ill afford. With the Labour government promising a pro-growth, pro-investment agenda, now is the moment to fix the UK’s SME finance landscape. This requires a strategic realignment that puts alternative lenders at the centre of the solution. To truly improve access to finance for SMEs, a comprehensive, three-pronged approach is needed. First, access must be expanded through the support of alternative lenders. Traditional high-street banks are no longer the only avenue for business finance. Government and industry should work together to encourage partnerships between banks, fintechs, and specialist lenders. By doing so, they can create blended finance solutions that are faster, more flexible, and better suited to the varied needs of SMEs. Second, the process of accessing finance must be digitised and simplified. Excessive bureaucracy, particularly around government-backed loans, remains a significant barrier. Embracing digital tools can streamline application procedures, reduce friction, and enhance transparency, especially for first-time borrowers navigating the system for the first time. Finally, SMEs must be empowered through better financial education. Improved access to funding begins with better understanding. Business owners need clearer guidance on the full spectrum of lending options available to them, particularly within the alternative finance space. With the right information, they can make smarter, faster funding decisions that support growth and resilience. The UK’s SMEs are not short of ideas or ambition; they are short of support. If we want a resilient, future-facing economy, unlocking their growth must become a national priority. At Manx Financial Group, we believe alternative lenders have a vital and growing role to play in bridging the finance gap. With more agility and a better understanding of niche and underserved markets, non-traditional lenders are often best placed to step in where others won’t or can’t. It’s time to rethink SME finance, not just as a crisis to manage, but as an opportunity to grasp. Given the right tools and backing, Britain’s SMEs won’t just survive today’s challenges. They’ll drive our recovery.