The Government says schools, colleges, mayors, local leaders and employers will work together to build technical education around the jobs available in each area. Digital technology and AI are some of the sectors that could be built into these new routes.

The plans are due to start rolling out from September 2028, that’d give students the chance to study English, maths and science as well as technical subjects connected to local industries.

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What Will Students Actually Get To Do?

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A student interested in AI or tech could study a vocational digital qualification with their usual academic subjects, visit local tech employers, work on projects set by businesses and spend time in a workplace.

The Government says this could give teenagers a better understanding of the jobs available in their area and the skills employers need before they decide on their next move at 16. The routes could also cover advanced manufacturing, clean energy, life sciences, construction, health and care and creative industries, depending on local jobs.

Burnham said, “For too long in this country, students have been told that you must take the academic path to do well and to be respected. The whole school system has been built around it and that has let down young people seeking technical qualifications.

“I want an education system based on parity between academic and technical which gives all young people a clear path in life. From today, Britain will value the hard hat every bit as much as the graduation cap.

“In a fundamental change to the education system, we will introduce new technical education pathways from 14 – prestigious routes that will give students the chance to combine the core academic subjects with the skills, technical knowledge and experience they need to get quality, well-paid jobs where they live. My message to young people is this – whether you choose construction, coding or classics, or maths, manufacturing or mechanics, you’ll get the skills you need and be given the respect you deserve.

“Fixing the youth unemployment crisis in Britain will require a major shake-up in how we do things – and that’s what this government will do. I want to ensure that our education system leaves no dead ends for our young people. The changes we’re announcing today will just be the start of our work to restore opportunity and hope across the country.”

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Why Are Businesses Being Brought Into Schools?

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Gary Watson, Managing Director of Stellanor, said students need to learn about the people and infrastructure behind the tech they use, saying, “If we’re serious about connecting young people with the industries of the future, data centres need to be part of the conversation. Every AI breakthrough making headlines runs on physical infrastructure, and that infrastructure needs people to build it, run it and keep it moving.

“Beyond the engineers running the facilities, there’s a whole ecosystem of construction, electrical, and logistics roles feeding the sector’s growth, along with local suppliers and businesses that benefit as these sites expand. These are skilled, local careers that most pupils never know exist. The earlier we introduce young people to the opportunities that exist in the sector through apprenticeships and real world experience, the better equipped the industry will be to close the skills gap and meet future demand.”

Faye Ellis, Principal Training Architect at Pluralsight, said businesses also need to help schools connect technical learning to actual employment.

“For decades, the message to young people has been that school followed by university is the most certain route to a successful career. Today’s announcement should change that perception – with in-demand skills like manufacturing and AI being introduced as subjects much earlier in schools, to build a pipeline of talent to be taken into the workplace.

“But the NEET crisis is about more than expanding access to training; it’s also about ensuring there are meaningful employment opportunities waiting at the end. Young people need to understand where vocational courses can take them, and training is far more effective when it’s connected to a real job opportunity or a specific employer.

“At the same time, businesses cannot expect the government and educators to solve the problem without them, particularly when employers are best placed to understand which skills are needed in the workplace. They should also work directly with schools and colleges to shape these vocational courses around real opportunities, including project-based experience or guaranteeing interviews to people who complete relevant training.

“Addressing the NEET crisis will take time, but the UK can still change its trajectory and Burnham’s early commitment is a positive first step if the right ingredients follow.”

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Industry Leaders React To The News

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Industry leaders have shared their different views on the government’s new plans. Here’s what they think…

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Our Experts:

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• Peter Pugh-Jones, EMEA Field CDO, Confluent
• Richard Anderton, Head of Education, Sync
• Andy Coussins, Executive Vice President, International, Epicor
• Alex Sarychkin, English Teacher, MyEdSpace
• Louis Provis, English Teacher, MyEdSpace
• Richard Thompson, CEO, ANS
• Juan Mathews Rebello Santos, Cybersecurity Researcher, Ethical Hacker, Founder, BNVD.org
• Harpal Singh, AI SEO & GEO Consultant, Fractional CMO, Founder, Blimpp
• Madhusudan Dora, Founder, Aptocoiner Analytics

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Peter Pugh-Jones, EMEA Field CDO, Confluent

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“The decision to put technical subjects on a more equal footing with traditional academic subjects in schools is a welcome development. It will give young people earlier exposure to skills such as AI and help businesses build the technically capable workforce they increasingly need.

“Giving students clearer routes to technical careers will help build a future workforce that’s equipped to use new tools to solve real-world problems. However, AI is only as effective as the data behind it, so young people will also need a strong understanding of how information is collected, managed and used responsibly.

“The decision marks a significant shift from focusing solely on the technology to actually investing in the young people who will make it successful. Over the past few years, many businesses have tried to run before they can walk, adopting AI without first putting the right data foundations and training in place to realise its full potential.

“This is a real opportunity for the UK to rip off the plaster and recognise that simply adopting AI isn’t enough. Building technical skills from the classroom onwards can help the workforce of the future avoid making that same mistake and prepare them to work alongside these technologies across almost every industry.”

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Richard Anderton, Head of Education, Sync

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“The ambition to strengthen digital and technology education is a welcome and important step. Making technology subjects compulsory can create lasting impact when it is supported by investment in skilled educators, reliable infrastructure and high-quality professional development.

“Technology’s value in education extends beyond devices and curriculum content. Its greatest impact comes when teachers have the confidence and capability to embed it purposefully in teaching and learning.

“Equitable access to technology for students is equally vital. Every pupil should benefit from high-quality technology, connectivity and learning opportunities to ensure they are able to gain the digital skills that they will need in their future workplace, regardless of their background. Digital literacy and AI literacy are key competencies that they will need to be confident with to thrive in their future roles.

“A successful approach will combine curriculum reform with investment in recruiting and retaining specialist teachers, planning a comprehensive digital strategy, creating well-equipped learning spaces, and providing ongoing training and support.

“When this approach is implemented effectively, schools are able to equip pupils with the knowledge, confidence and judgement to use technology critically, creatively and responsibly, to ensure they are prepared for an increasingly technology-driven world.”

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Andy Coussins, Executive Vice President, International, Epicor

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“The inclusion of technical subjects for young people, such as Manufacturing and AI, is certainly a positive step towards building the workforce the UK requires in the years ahead. Manufacturing has never been an industry that has been afforded the luxury of standing still, and with technologies like AI and robotics, the future of the industry is dependent on people who understand both the craft and the technology. Investing in young people’s manufacturing and AI skills is an investment in the future of UK manufacturing.

“The best employees still need to understand how products are made, how different materials behave, what ‘good’ looks like and, crucially, what to do when something goes wrong. Automated systems and robotics handle repetitive tasks efficiently, but they don’t remove the need for technical knowledge.

“Tomorrow’s workforce will need a blend of practical engineering skills, digital capability, and problem-solving. By equipping young people with both technical and manufacturing knowledge from an early stage, we are helping to build a stronger talent pipeline and strengthening the UK’s manufacturing sector for the long term.”

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Alex Sarychkin, English Teacher, MyEdSpace

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“It is encouraging to see serious attention being given to technical education from the age of 14. For too long, the system has treated academic routes as the default and left pupils who do not achieve five GCSE passes with far fewer credible options. Building stronger links between schools, employers, apprenticeships and work experience could help change that.

“However, we have been here before. The 14–19 Diploma, T Levels and other vocational reforms have all promised to give technical qualifications equal status, only to be reshaped or abandoned as governments and education policies change. There are already Level 2 functional skills qualifications equivalent to a grade 4 GCSE, but schools can be discouraged from offering them because of how they are treated in league tables.

“The ambition is welcome, but 2028 is very close. Unless the Government addresses the incentives that continue to favour academic education and commits to a stable, long-term system, this risks becoming another well-intentioned reform that never properly takes root.”

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Louis Provis, English Teacher, MyEdSpace

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“Giving students a broader range of options is a sensible and overdue step. The assumption that university should be the destination for everyone no longer reflects reality, and schools should be helping pupils follow the route that best suits them as individuals. Stronger links with local employers and industries could also open up valuable opportunities and support local economies.

“However, asking students to specialise from the age of 14 must be handled carefully. Choosing a narrow route too early can limit young people’s horizons at a point when their interests, abilities and ambitions are still developing.

“The other concern is how this will work in practice. Too often, when there is a wider problem in society, schools are expected to solve it without being given additional curriculum space, resources, training or planning time. If these technical subjects are to succeed, the Government should really get specialists to teach them, rather than our already stretched teachers. History shows that we should not be too optimistic about this.”

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Richard Thompson, CEO, ANS

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“The UK’s AI ambitions will be defined as much by the talent we develop as the technology we create, and strengthening technical education will help prepare young people for the jobs of the future, as such the announcement today is very welcome.

“But secondary school education is only the starting point. The real test is making sure those pathways lead to meaningful work experience, apprenticeships and long-term careers that equip young people with the skills employers are looking for.

“One thing we’ve learned through the ANS Academy is that talent is everywhere, but opportunity isn’t. That’s why strong links between education and industry across the UK will be essential if we’re going to close the digital skills gap without widening existing divides.

“Giving young people the chance to develop those skills, wherever they live and whatever route they choose into work, will be critical to ensuring AI delivers long-term economic growth across the UK.”

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Juan Mathews Rebello Santos, Cybersecurity Researcher, Ethical Hacker, Founder, BNVD.org

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“Making tech subjects compulsory from Year 10 is exactly the kind of structural change we need to close the cybersecurity skills gap, but the timing highlights a contradiction that cannot be ignored. You cannot mandate tech education while simultaneously defunding the infrastructure that delivers it. The cancellation of the tech department sends a signal to students that the government does not actually value the subject enough to invest in it.

“From where I sit running BNVD.org, I see hundreds of vulnerability disclosures submitted by self taught teenagers who hacked together skills because school never offered them a proper pipeline. Making tech compulsory fixes the access problem in theory, but without qualified teachers, updated equipment, and curriculum that goes beyond basic IT literacy, it risks becoming a box ticking exercise that leaves students no better prepared for real world cybersecurity or engineering challenges. The government has to match the mandate with money, otherwise the announcement reads like political theater rather than genuine reform.”

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Harpal Singh, AI SEO & GEO Consultant, Fractional CMO, Founder, Blimpp

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“Allowing instruction in technical skills at age 14 is the right approach. Digital skills and AI are becoming workplace literacy and are no longer thought of as advanced skills.

“However, this cannot be a course developed around the latest software just to fulfill requirements. Students may enter the job market with outdated skills. Schools need to foster critical thinking and teach data skills, digital citizenship, responsible use of AI, fact-checking, and how to solve real-world business challenges.

“The contradiction is impossible to ignore. Abolishing the Department for Science, Innovation and Technology and simultaneously directing schools to teach more technical skills shows a lack of coherence in the Government’s approach to technology. You cannot teach more technical skills to children while simultaneously reducing the Government’s investment in technology.

“The outcome hinges on execution of training and the provision of technology both at school and at home, as well as employer investment and a curriculum that adapts to changing conditions. Without this investment, technical education runs the risk of becoming a poorly taught subject and increasing the divide between children taught digital skills at home and the children who rely on school to teach digital skills.”

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Madhusudan Dora, Founder, Aptocoiner Analytics

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“One recent implementation involved a client running a legacy ERP system (Compulink) that relied almost entirely on static PDF reports for operational and executive reporting. While the ERP contained valuable business data, employees had to search through numerous reports or depend on IT whenever new questions arose.

“Rather than connecting AI directly to the ERP database, we first built a modern analytics foundation using Microsoft Fabric. We centralized ERP data in OneLake, implemented a Medallion Architecture (Bronze, Silver, and Gold layers), created an optimized enterprise data warehouse, and designed a governed semantic model enriched with business definitions and AI-friendly metadata.

“The final step was enabling Microsoft Fabric Data Agents. Business users who previously depended on static reports can now ask natural-language questions such as “What were our sales last month?”, “Which customers generated the highest revenue?”, or “Which products are declining in sales?” and receive governed, context-aware answers within seconds.

“One of the biggest lessons from this project is that AI does not replace data engineering—it amplifies it. The quality of conversational analytics depends on the quality of the underlying data model. Organisations that invest in data governance, semantic modeling, and business context achieve far more accurate and trustworthy AI responses than those attempting to expose raw transactional databases directly to large language models.”

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The company’s new Copilot experience brings together Microsoft Copilot chat, GitHub Copilot, Cowork collaboration tools and Autopilots, giving users access to different AI services from one interface.

Microsoft has not given the full information about how the new app will work, but the direction is becoming easier to see. Copilot is being built as a single destination where users can search, write, research, code, manage documents and handle longer tasks.

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What Will Microsoft’s Copilot Super App Bring Together?

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According to Softonic, Microsoft has confirmed it’ll be coming later this year. Within Microsoft, the project is reportedly known as “One Copilot”.

The concept brings Copilot products into one experience, so users could access Microsoft Copilot, GitHub Copilot, Cowork and Autopilots without having to keep switching between different Microsoft applications.

Microsoft’s own Copilot website already presents the service as a service that can handle many different tasks. Users can ask questions, search using their voice, create images, upload PDFs, Word documents and spreadsheets, generate podcasts, research topics and get help writing documents.

Copilot can also work across a user’s screen through Copilot Vision. Microsoft says Vision can look at what is on screen and respond with guidance in real time. On mobile, users can point their camera at something and ask Copilot to explain what they are seeing.

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How Big Has Copilot Become?

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Microsoft says it now has more than 30 million paid Microsoft 365 Copilot seats. The company also says weekly Copilot engagement is at the same level as Microsoft Outlook and Microsoft Teams, while users are having nearly twice as many conversations per user.

The numbers give some context to Microsoft’s decision to bring its Copilot products together. The company already has people using Copilot for work, coding, research, writing and everyday tasks, giving it a large base for a single app.

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Microsoft’s Copilot website also shows how many different jobs the service can handle. Smart mode can answer quick questions or spend more time on difficult requests, Copilot Voice works in more than 50 languages, and Deep Research can produce multi page reports.

Users can also ask Copilot to remember information, manage memories through settings and bring recent files, apps and chats back into view on Windows.

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Could Copilot Become An Everyday App?

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The super app concept could make Copilot easier to use because users would have one place for many AI tasks. Someone could use it for personal research in the morning, work documents during the day and coding later without opening separate Copilot products.

Microsoft is giving Copilot more ways to interact with information. Its visual responses can bring together images, videos and answer cards for subjects such as weather, sport, dining and currency. Users can upload their own files and ask Copilot to explain them.

The company has also introduced Copilot Pages for writing and refining content, image creation through Copilot Imagine and podcast generation. These features give the service a wider range of uses than a traditional chatbot.

The super app could become the main place users access Microsoft’s AI services, with different Copilot tools available through one interface.

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What Does Microsoft Need To Explain?

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Since this wasn’t an official launch announcement, there are still unanswered questions. Microsoft has not given pricing for the super app, a complete feature list or an explanation of how the existing standalone Copilot apps will work once One Copilot arrives.

Businesses also need more information about identity management, licensing, administrator controls, data access and security. Those details will matter for organisations that already use Microsoft 365 Copilot or GitHub Copilot across their teams.

Microsoft is competing in a really busy market, as Anthropic and OpenAI are also building AI products that bring different capabilities into fewer interfaces. Copilot’s advantage will come from how well Microsoft brings its existing services together and makes that experience useful for people at work and at home.

The post Microsoft Has Confirmed Copilot’s Super App Will Launch Soon – But What Is It For? appeared first on 91̽��.

The incident began when an OpenAI model reached the internet during a test designed to assess its hacking ability. The model then accessed Hugging Face while searching for answers to ExploitGym, a cybersecurity benchmark. OpenAI later said the model had also accessed other publicly available services during the same evaluation.

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What Did OpenAI Find Over And Above Hugging Face?

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After the incident, OpenAI updated its account of what happened, saying, “The models identified and used publicly exposed credentials at the account-level on other publicly-available services. This includes four accounts on four services.”

The company did not name those services or explain exactly what information the models accessed through the accounts. OpenAI also said these incidents did not reach the same level of severity as the Hugging Face intrusion.

The discovery is worth noting, because the models were able to identify credentials that had been exposed online and use them during their search for information. The activity happened during an evaluation in which the models had been given a narrow cybersecurity task and their usual restrictions had been deliberately switched off.

Nik Kairinos, CEO and Co-founder of RAIDS AI, said the latest discoveries say a lot about how organisations currently supervise AI agents. He said, “The latest details of OpenAI’s rogue ChapGPT agents make this incident even more serious than it first appeared and it should be a defining moment for AI safety. If one of the world’s leading AI companies can lose control of an advanced model in this way, every organisation deploying AI agents should be asking whether its current safeguards are genuinely fit for purpose.

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“Pre-release testing and sandboxing are essential, but AI systems can adapt, escalate and behave in ways their developers did not anticipate. Safety cannot be treated as a one-off exercise before deployment; it has to be continuous. This is why businesses need real-time monitoring that can identify when an AI system is drifting from expected behaviour, accessing systems it should not, pursuing unintended routes to complete a task, or creating new security risks.

“The lesson from this is that progress without ongoing oversight is a dangerous gamble. Trust in AI will depend on whether companies can show that their systems are safe not only in a test environment but throughout their entire lifecycle.”

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Was The Incident A Sign Of AI Going Rogue?

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Carole Reeves, director of security operations at digital transformation company ANS, said, “While the headlines understandably focus on an AI agent compromising external systems, it’s important to recognise this occurred during an internal security evaluation designed to better understand the capabilities and risks of advanced AI models. OpenAI’s transparency in sharing the findings gives the wider industry an opportunity to learn and strengthen future safeguards.

“Rather than taking this as a signal to fear AI, organisations need to ensure that security, governance and rigorous testing evolve alongside the technology. Strong incident response remains essential, but it is no longer enough on its own. Businesses also need a mature security posture, continuous exposure management and security by design to reduce risk before incidents occur.

“Secure and responsible adoption will be the defining factor of the AI race, and success will depend on how rigorously it is maintained.”

The incident therefore came from a controlled evaluation in which OpenAI intentionally removed restrictions that would normally limit risky cyber activity. The models then found weaknesses and online credentials that helped them complete the task they had been given.

OpenAI has reported the previously unknown software flaw to the vendor responsible for the affected software and said it is improving security around future AI evaluations.

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Posting on the WritingWithAI subreddit, a user said they had spent months using the chatbot to help write a book before finding the restriction after returning from a break.

They wrote, “I’ve been writing my book for several months now, paid for a more advanced model. Took a break. Came back. Now Ms. GPT says she can’t generate content in the style of specific authors. My prompts were soooo specific and I got exactly what I wanted out of them.

“For example, ‘rewrite in the literary style of ‘author here’ with abundant dialogue and detail avoiding staccato prose’. That was my go-to. Or ‘please write and flesh out in the style of ‘author’ etc. they tightened the ropes. I have no idea how to get around this other than maybe feed it prose I already edited that’s technically mine?”

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So, What Happens If You Ask ChatGPT Today?

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According to Ars Technica, ChatGPT now refuses requests to write in the exact style of famous authors. It tells users it can write using the broad qualities of a writer’s work without copying their distinctive voice.

When Ars Technica asked for the opening of a story in the style of Stephen King, ChatGPT replied, “I can definitely write with the hallmarks of atmospheric, character driven horror and small town dread, but I can’t write in Stephen King’s exact style or closely imitate his distinctive voice. Here’s an original opening that captures a similar feeling while remaining its own…”

The publication found the chatbot gave the same type of replies for living authors such as J.K. Rowling and Amy Tan, along with deceased writers including Charles Dickens and Ernest Hemingway.

Earlier this month, analysis from No Latency found ChatGPT refused requests involving living authors but accepted style copying requests for deceased authors. Ars Technica found the chatbot now gives the same type of refusal across both groups.
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Why Is This Important News?

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The wording may look like a small adjustment, but it could become important in copyright disputes because right now, OpenAI is defending lawsuits from authors who claim the company used copyrighted books to train its AI models. One lawsuit mentioned in the Ars Technica report refers to ChatGPT’s “uncanny ability to generate text similar to that found in copyrighted textual materials.”

Under US copyright law, protection usually applies to the specific expression of an idea instead of an author’s style on its own. Even then, AI generated writing could become a legal issue if it is considered substantially similar to an original work.

George Washington University Law School professor Robert Brauneis explained the difference to Bloomberg Law.

“We’ve never had a situation in which this personal style of individual creators could be imitated as well and as inexpensively as we now have with AI,” he said.

The Authors Guild has also published best practices for writers using generative AI. The document says, “Respect your fellow authors and do not use generative AI to purposely copy or mimic the unique styles, voices, or other distinctive attributes of other writers’ works in ways that harm the value of their works or attempt to profit from them. Apart from the ethical issues, mimicking a fellow writer’s unique voice or style could subject you to claims of unfair competition or copyright infringement.”

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Do Other AI Chatbots Do The Same hing?

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Ars Technica reports that ChatGPT is not alone, but AI companies have not all gone the same way.

No Latency found Google’s Gemini accepted requests to copy an author’s style. Perplexity AI refused those requests and redirected users in the same way as ChatGPT. Anthropic’s Claude and Microsoft’s Copilot accepted style copying requests, but both added comments recognising that the request could have legal questions.

OpenAI already has a policy for images since its DALL·E 3 model is designed to refuse requests for images in the style of a living artist so this would be the first official policy for written prompts.

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The answer for a lot of business leaders comes down to where they believe growth begins. Revenue is often credited to the sales team that closes the deal, not the marketing work that built awareness and buying intent even before a customer was ready to buy something.

This thinking can be seen in The CEO Blind Spot, a new report from Propolis. Its survey of 150 UK CEOs and senior business leaders at B2B organisations with annual revenue above £20 million found that 75% do not believe marketing drives business growth, even though they recognise its value.

The report also says 84% see marketing as a support function, not a commercial growth function. Also 77% believe sales contributes more to growth than marketing, and 67% believe marketing has less accountability for business results than sales.

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Where Does Marketing Lose Credit?

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Propolis says many CEOs only see the final stage of a sale. The report calls this “ghost revenue”, where marketing has already spent months, or even years, building awareness, trust and customer interest before revenue finally arrives.

Once a sale is completed, credit often goes to the teams involved at the end of the process. According to the report, much of marketing’s commercial contribution stays out of sight, even though it helped create the conditions for the sale in the first place.

This way of thinking also influences spending decisions. Propolis says 81% of CEOs believe marketing budgets are harder to justify than sales budgets. A further 76% said they cannot justify marketing investment unless it generates leads.

Business leaders also place more value on activity that produces quicker results. The report says 79% want shorter sales funnels, 76% believe hard leads matter more than brand awareness, and 81% place more value on performance marketing than storytelling.

Richard O’Connor, CEO of Propolis, said, “Too many CEOs say they value B2B marketing, but our research suggests they still don’t value it as a commercial growth function. If you believe marketing matters but doesn’t drive growth, it’s difficult to argue you’re recognising its full contribution to the business.

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“The challenge is that much of marketing’s commercial contribution happens long before revenue appears on a dashboard, making it far less visible than that of functions operating closer to the point of sale. As CEOs face growing pressure to deliver short term results while increasing investment in AI, there is a real risk that a critical engine of sustainable growth becomes an easy target for budget cuts unless this blind spot is addressed.”

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Why Are Marketers Struggling?

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The report says many CEOs are not questioning the importance of marketing. They want marketers to explain their work in commercial terms and connect it more closely to business performance.

Propolis says 88% of business leaders believe marketers would have more influence if they spoke the language of business. A further 83% said they would have more confidence in marketers who showed better commercial understanding, and 79% wanted marketers to spend less time talking about creativity and more time talking about results.

Marketing also has less involvement in business planning than many people might expect. Around 65% of business leaders said marketing is not involved throughout the full growth strategy process, and 76% said marketers are not included throughout revenue forecasting. According to Propolis, this makes it harder for marketing teams to prove commercial value because they are missing from many of the discussions where business decisions are made.

The report also says only 18% of B2B marketers believe they can consistently demonstrate business impact to senior leadership, showing a disconnect between what marketers believe they contribute and what CEOs believe they can prove.

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What Would Help CEOs See Marketing Differently?

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AI is also influencing how many businesses think about marketing. According to the report, 75% of business leaders have already reduced marketing investment or headcount because of AI, and 80% believe they can continue reducing marketing budgets without affecting business growth.

The report says those reductions reach much more than administrative work. Spending has also gone down across thought leadership, market research, customer relationship building, strategic marketing planning and brand building, all activities that help businesses understand customers and generate demand over longer periods.

There are signs that CEOs are open to a different way of thinking. Propolis says 87% agree the best marketing combines creativity, brand building and commercial impact.

When asked what is holding marketing back, business leaders most often mentioned alignment with sales, investment being directed towards innovation such as AI, marketing not being seen as a strategic priority, short term business priorities, difficulty proving return on investment and doubts about marketing’s commercial value.

According to Propolis, marketers can close the disconnect by bringing customer insight into leadership discussions, talking more about revenue and business performance, working together with sales more and showing commercial results throughout the year. If that happens, CEOs may begin to see marketing’s impact long before the sale and not only when there’s revenue…

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OpenAI has kept most of its consumer hardware plans under wraps, although bits of information have started coming out through supply chain reports, interviews and product launches. Looking at each report on its own only gives a small bit of information. Reading them together gives a better understanding of what OpenAI is expected to have in development over the next few years.

There is also one product that is no longer a rumour, though. OpenAI has already released its first hardware product, although it is probably not what many people expected.

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What Has OpenAI Already Released?

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OpenAI’s first hardware product is called the Codex Micro, a compact keyboard made in partnership with keyboard company Work Louder. It costs $230 and is designed for software developers who use OpenAI’s Codex coding assistant.

The square keyboard has 12 programmable keys, a joystick, a rotating dial and colourful LED lighting. An illuminated ring lets users know what Codex is doing, such as working on a task or reporting an error. The dial adjusts how hard the AI works on a task, and the joystick can launch coding actions such as debugging or refactoring.

The device sold out in around 12 hours. According to Fortune, people began listing it on eBay within hours. One listing reached $1,850, although completed sales were generally lower, with many selling between $800 and $1,000 before later coming down to around $450.

Mike Di Genova, co founder of Work Louder, admitted he expected stock to last longer.

“I thought it was going to take at least a month to sell through the inventory. It was limited stock, but they purchased a lot.”

The Codex Micro is not meant for everyday consumers and Fortune reported that OpenAI developed it as a separate project from its consumer hardware, although it is giving the company useful feedback about how people interact with AI through physical devices.

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What Devices Could Be Released Next?

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The product receiving the most interest is a portable smart speaker being developed with former Apple designer Jony Ive.

According to MacRumors, the speaker will not have a screen. It is expected to use ChatGPT and voice interaction. Reports also claim it will have a rechargeable battery, cameras that understand its surroundings and mechanical elements that move, giving the device more personality than a traditional smart speaker.

OpenAI reportedly wants it to control smart home devices, answer requests, play music, respond to messages and become more personalised over time.

Sam Altman has already spoken enthusiastically about an early prototype, telling employees it was “the coolest piece of technology that the world will have ever seen.”

MacRumors reported that the speaker could be released in early 2027 with a price between $200 and $300.

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What Do We Know About The OpenAI Phone?

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The smartphone rumours have become a lot more specific over recent months and MacRumors reported that supply chain analyst Ming Chi Kuo calls the device an “AI agent phone”. The device would constantly understand where the user is, what they are doing and what they need instead of depending too much on apps.

Reports claim the phone will use a customised MediaTek processor, advanced camera hardware and separate AI processors that can process vision and language tasks at the same time.

Kuo believes production could begin during the first half of 2027, with shipments across 2027 and 2028 reaching around 30 million units if development continues as expected.

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What Else Could OpenAI Be Building?

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Reports also mention smart glasses, smart earbuds and a smart lamp as possible products, although MacRumors reported these are well away and could change before reaching consumers.

OpenAI’s hardware plans have grown over a short period following its $6.5 billion acquisition of Jony Ive’s startup io Products. MacRumors also reported that more than 400 former Apple employees have joined OpenAI, bringing experience from hardware design teams across the company.

That recruitment also resulted in legal action. Apple filed a lawsuit against OpenAI on July 10 over alleged trade secret theft. OpenAI responded, saying it has “no interest in other companies’ trade secrets.”

Voice interaction is also becoming a bigger priority across OpenAI’s hardware products. OpenAI co founder and president Greg Brockman explained why he believes speaking to computers could become more normal. He said, “Voice is the interface of the future because it means the computer moves closer to you rather than you having to contort yourself around the machine.”

He also said people may eventually look back on “clicking and typing” as “a phase.”

OpenAI has not publicly confirmed most of these products or their release dates. The reports from the past few weeks give a more complete understanding of what the company is expected to have in development. If they prove accurate, OpenAI could soon have a collection of hardware products covering far more than the smartphone that first caught everyone’s interest.

The post OpenAI Will Soon Release Its First Tech Gadgets – Here’s What To Expect appeared first on 91̽��.

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I started in social media, but my work has grown far beyond posting content. Over the past five years, I’ve worked across content strategy, paid media, influencer campaigns, digital account management and campaign planning.

I’ve had the opportunity to work on brands such as McDonald’s South Africa, The Glenlivet, Hotel Sky, Ribs & Burgers and a number of hospitality, lifestyle and FMCG brands. That range has taught me how differently people connect with brands, and why there is no one-size-fits-all approach to marketing.

What has kept me in the industry is that no two days are ever the same. One week I’m building a content strategy for a product launch, the next I’m working on paid campaigns, briefing creators or analysing performance. Marketing gives me the opportunity to combine creativity with problem-solving, and that’s what I enjoy most.

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What is the biggest mistake brands make on social media?

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Treating social media like a noticeboard.

A lot of brands are focused on what they want to say, instead of what their audience actually cares about. The strongest content usually sits at the point where the brand’s objective, the audience’s interests and the culture of the platform meet.

People don’t open Instagram or TikTok looking for adverts. They’re there to be entertained, inspired or learn something. Brands that understand that tend to create content that feels native to the platform instead of interrupting the experience, and that’s where stronger engagement usually comes from.

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How do you balance creativity and performance?

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I don’t see them as separate.

The creative idea has to be strong enough to stop someone, but the strategy behind it has to make sure it reaches the right audience and supports a real objective. I’ve worked on campaigns where the content needed to build brand love, drive engagement, support a launch and still perform through paid media. That balance is where the real work happens.

I think the best campaigns are the ones where creative and media work together from the beginning instead of being treated as separate conversations. When both teams understand the objective, the work is not only more impactful but also easier to measure and optimise over time.
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What excites you most about social media right now?

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The fact that brands can participate in culture in real time.

Social media has made it possible for a good idea to travel far beyond its original audience. It has also given smaller brands, creators and communities more power. What excites me is seeing brands move away from overly polished content and start showing more personality, relevance and understanding of the people they are speaking to.

I also enjoy how quickly the industry evolves. New features, creator behaviour and consumer expectations are constantly changing, which means marketers have to keep learning. It’s one of the few industries where staying curious is just as important as having experience.

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What advice would you give someone trying to enter the industry?

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Build proof of how you think.

A portfolio should not only show finished work. It should show your ideas, your strategy and how you solve problems. Create mock campaigns, break down work you admire, share your point of view and stay curious. In this industry, your thinking can open the door before your job title does.

I also encourage people not to compare themselves to someone who’s been doing this for years. Everyone starts somewhere. Focus on becoming better with every project, ask questions and don’t be afraid to put your work out there. Consistency is often what creates opportunities.

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What has your career taught you so far?

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That good marketing is rarely just one big idea.

It is research, timing, collaboration, understanding the audience, managing feedback and still protecting the strength of the idea. Working across different brands and industries has taught me how to adapt without losing the strategy.

It’s also taught me the importance of listening. Some of the best insights come from conversations with clients, consumers and teammates. Marketing is ultimately about people, and the more you understand them, the stronger your work becomes.

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What is next for you?

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I want to keep building work that sits between culture, creativity and performance.

I’m especially interested in growing further across social media strategy, paid media and integrated campaigns, while continuing to work on brands that want to do more than simply be visible. I want to create work that people notice, remember and respond to.

Long term, I’d like to contribute to shaping how brands approach digital marketing by creating work that is both commercially effective and culturally relevant. The industry moves quickly, and that’s exactly what keeps me excited about where my career is heading.

The post A Conversation With Siphesihle Yokwe, Social Media And Paid Media Specialist And Founder Of Mvelo Mediahouse appeared first on 91̽��.

The Corporation Tax system has not changed and HMRC will still apply the same rates introduced in April 2023. Companies with taxable profits of £50,000 or less pay Corporation Tax at 19% and companies with profits above £250,000 pay the main rate of 25%. Businesses with profits between those thresholds pay the main rate with Marginal Relief, which slightly increases the effective rate.

The current structure came from the Spring Budget 2021. The government announced the main Corporation Tax rate for non ring fence profits would increase to 25% for companies making more than £250,000 in profits. A small profits rate of 19% also came into effect for companies making £50,000 or less.

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Does A New Prime Minister Automatically Change Business Taxes?

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A new Prime Minister cannot rewrite tax law immediately – Corporation Tax rates, Self Assessment rules and other business taxes stay in force until the government introduces legislation through a Budget or Finance Bill and Parliament approves it.

SMEs should continue planning around the current tax system because no new tax legislation has been announced. Existing rates and tax deadlines continue to apply unless Parliament passes new laws.

Business owners often keep an eye out for government tax announcements because future Budgets can introduce new rules. Until Parliament approves any legislation, the current system continues without any changes made for now.

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Which Tax Deadline Is Catching Many Business Owners Out?

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The 31 July Self Assessment deadline continues to catch many taxpayers by surprise.

According to Ridgefield Consulting, millions of Self Assessment taxpayers face a payment deadline on 31 July through HMRC’s Payments on Account system. The accountancy practice said many first time self employed workers, landlords, freelancers and people earning money through side businesses do not realise a second payment may fall due six months after the main 31 January deadline.

HMRC says Payments on Account generally apply when a Self Assessment tax bill exceeds £1,000 and less than 80% of the tax has already been collected through methods such as PAYE. Each payment is normally 50% of the previous year’s tax liability.

Simon Thomas, Managing Director of Ridgefield Consulting, said, “Every year we see business owners, landlords and self employed workers experiencing the stress of an unexpected HMRC bill, particularly where payments on account increase what they’re expecting to pay.

“The key issue is often cash flow rather than compliance. People aren’t necessarily doing anything wrong; they simply haven’t planned for how the system works or realised another payment is due in July.

“The good news is there are practical, legitimate ways to make tax payments more manageable and reduce that pressure, whether that’s budgeting throughout the year, reviewing whether payments on account are still accurate or speaking to HMRC early if you’re struggling to pay.

“Payments on account are designed to help taxpayers spread their tax liabilities, but they can create challenges when people are not aware of how the system works or have not planned for the additional payment.

“As the July deadline approaches, taxpayers should review what they owe, consider whether their circumstances have changed and seek advice or support early if they have concerns. Taking action before the deadline can help avoid unnecessary financial pressure.”

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��What Do SME Leaders Want From The New PM?

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As much as Burnham cannot immediately make changes, business leaders have spoken on their expectations should he eventually make changes. Here’s what they want…

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Our Experts:

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• Vipul Sheth, MD, Advancetrack
• Eamon Shahir, Co-founder and Co-CEO, Taxd
• James Poyser, CEO and Co-founder, The inni Group
• Ben Westoby, Senior Business Consultant, Forbes Burton
• James O’Leary, Corporate Tax Director, Kreston Reeves

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Vipul Sheth, MD, Advancetrack

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“The new Prime Minister has inherited an incredibly difficult set of economic choices, but top of his in-tray should be this: giving businesses the certainty they need to plan for the future. Entrepreneurs make investment decisions over years, not months, and constant speculation over tax policy risks holding back that ambition.

“If the Government wants to unlock growth, it should focus on creating the conditions for businesses to expand, recruit and innovate. That means avoiding measures that discourage entrepreneurship and instead backing the firms that drive jobs, productivity and economic growth.

“I’d like to see a clear commitment to supporting the UK’s entrepreneurial economy, whether that’s protecting Business Asset Disposal Relief, encouraging investment in skills and technology, or creating a stable environment for firms to scale. Our latest Accounting Talent Index found that 73% of firms still expect to grow over the next 12 months, despite the challenges they’re facing. The ambition is clearly there – Government policy should be helping to unlock it.

“Accountants have a unique view of what’s happening across the economy because they work alongside businesses of every size. The message we’re hearing is remarkably consistent: firms want to invest, hire and grow, but they need a policy environment that gives them the confidence to do so.”
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Eamon Shahir, Co-founder and Co-CEO, Taxd

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“SMEs are unlikely to be looking for wholesale tax cuts alone. What many want most is certainty, simplicity and a tax system that supports growth. For small businesses, unpredictable costs and complex compliance requirements can often be as challenging as the headline tax rates themselves.

“Under Andy Burnham’s administration, many SMEs would likely be hoping for a stronger focus on local economic growth, including reforms that make it easier for businesses to invest, hire (especially in the early days) and expand. This could include reviewing the burden of business rates, improving access to investment incentives, and ensuring smaller firms are not disadvantaged compared with larger organisations.

Alternatively, increasing the NI allowance could help a lot of smaller businesses too. More subsidies from the government would benefit existing SME’s and incentivise new ones. Increasing the age NI allowance starts from is a potential option also.

Cash flow remains one of the biggest pressures facing SMEs, so policies that improve payment times, simplify tax administration and provide clearer guidance would have a significant impact. Many small businesses would also welcome targeted support for innovation, skills development and digital adoption, helping them become more productive rather than simply reducing their tax bill.

The challenge for any government is balancing support for businesses with the need to raise revenue. The most effective approach is likely to be one that creates a stable environment where SMEs can plan confidently, invest for the future and contribute to regional economic growth.”

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James Poyser, CEO and Co-founder, The inni Group

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“Over the last few years, National Minimum Wage and Employers National Insurance have had a huge impact on our business. It doesn’t just increase the cost of employing junior team members, but it ripples up throughout the organisation, increasing our overheads. We’ve been forced to increase prices, but there’s only so much we can pass on to clients. Cash that would have been spent on growth has to be invested in operations. There are two main paths: outsource overseas to lower cost countries, or invest in AI and automation to drive productivity and efficiency.

“We’re choosing the latter. Our goal is to be a leader in the tax industry, one that leverages AI to support our workforce. But this needs investment, which comes at the expense of top line growth.

“We’d really like to see better support from the government to help us invest in AI so we can drive productivity and meet the government’s high wage economy dream. The current system (R&D tax credits) doesn’t work for these types of improvements. We’d like to see specific tax breaks or grants to allow companies like us to invest in AI. ”

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Ben Westoby, Senior Business Consultant, Forbes Burton

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“Burnham has already addressed the business rate issue that the hospitality industry has been crying out for over the last five years, and that will need to extend to the high street in order to help many more. Beyond taxation change, though, the majority of the SMEs we’ve been working with would seem to benefit far more from a reversal of the National Insurance contribution rises and more flexible payment options.

“Many of our clients see National Insurance, business rates and VAT bills landing at awkward times with little flexibility in how they’re able to pay them. This has seen scores of otherwise viable businesses closing due to stretched cash flows from a payment structure that’s far too rigid.”

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James O’Leary, Corporate Tax Director, Kreston Reeves

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“Kreston Reeves acts for hundreds of SME tech founders. They are the engines of the economy and typically share the same three frustrations. These would be a good place for Andy Burnham to start

“The cost of employing staff following the increase to employers’ National Insurance Contributions remains high and hits small tech businesses hard. It makes founders think twice about committing to often good hires. It would be an easy and popular win for the new PM.

“The R&D tax credit regime is a lifeline for SME tech businesses, but we find many are now reluctant to make a claim for fear of HMRC challenge, especially as the cost of defending an enquiry can be disproportionately high and can take too long to resolve. Whilst further reform is not needed, perhaps the decision making inside HMRC could be reviewed to send a strong message that the UK wants to support and nurture SME tech businesses.

“Finally, there is frustration around the curtailment of Business Asset Disposal Relief and increases to the rate of Capital Gains Tax. The tax system is used to incentivise certain behaviours and founders taking risks and building successful tech businesses should be encouraged by the Government.”

The post Experts Share: What Business Tax Changes Are SMEs Hoping To See From Andy Burnham? appeared first on 91̽��.

Take these numbers, for example: sharetech platform Vestd used data from the ONS that found there were 128,760 scaleups across the UK in 2025 compared to 128,960 in 2024 and 129,080 in 2023. This can be seen in most of the UK – Scotland, Wales and Northern Ireland all recorded fewer scaleups than a year earlier. England was the only place where the total went up, even though the increase was only 0.01%. London also recorded a 1.73% increase, which would make it the only English region where the number of scaleups came up over the last year.

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Why Are More Startups Not Becoming Scaleups, Though?

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The research says that the stagnancy only comes after starting a business up, when companies need funding, experienced staff and the right ownership structure to keep growing, which helps explain this contrast in the data: the overall UK business population went from 2,726,830 in 2023 to 2,734,620 in 2025, according to the ONS data analysed by Vestd.

Vestd also brought up findings from a recent survey showing that only 14% of founders believe the UK is an easy place to scale a business. So, again, there are many entrepreneurs are launching companies, but many are finding it much harder to grow them into larger businesses.

Ifty Nasir, Founder and CEO of Vestd, said, “Our findings on the decline of scaleups over the last year are particularly concerning, as fewer businesses successfully scaling can translate into fewer employment opportunities, reduced regional investment, and an overall less dynamic entrepreneurial landscape.

“However, businesses can take practical steps to support their next stage of growth, from securing investment to attracting talent and structuring ownership effectively.”

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Can AI Help Startups Transition Into Scaleups?

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Since AI has become such a high priority in the UK, it’d be interesting to see whether that could be what helps businesses scale. I’ve asked experts what they think, and this is what they say…

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Our Experts:

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• Aidan van Vuuren, Head of Digital, Peak Digital
• Jason Tassie, Founder, Know Your Business
• Jessica Maccio, Digital PR Consultant, JessicaMaccio.com
• James Ryan, Co-Founder, Bacqd
• Jenson Brook, Founder, Britain’s Got Startups
• Lukas Kaminskis, CEO, Turing College
• Jeff Barrington, Managing Director, Windsor Drake
• Juan Mathews Rebello Santos, Cybersecurity Researcher, Founder, BNVD.org

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Aidan van Vuuren, Head of Digital, Peak Digital

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“The UK’s startup engine is working fine, it’s the next stage that’s stalling. Founders can get seed and Series A funding without much trouble, but the follow-on rounds that turn a promising startup into a genuine scaleup have dried up, and investors are pricier and slower with due diligence than they used to be. That pushes founders to prove profitability far earlier than the previous generation of scaleups had to.

“This is where AI can actually move the needle, though not by fixing the funding gap directly. It collapses the cost of scaling operationally. Marketing, customer support, content production and data analysis that used to require headcount can now be run by much smaller teams using AI tools. That means startups need less capital to hit the same revenue milestones, so they’re less dependent on funding rounds (which have started to dry up).

“The scaleups who get this right won’t be the ones with the flashiest AI features. They’ll be the ones using it to stretch a small team’s output further, buying themselves runway to hit growth numbers on their own terms rather than chasing the next round.”

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Jason Tassie, Founder, Know Your Business

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“I don’t think that the UK is struggling to create startups, it’s struggling to help them become scaleups.

“Starting a business has never been more accessible, there is a lot of support on offer but building one from 10 people to 100 people remains incredibly difficult. Founders often hit barriers around hiring, cashflow, regulation and operational complexity long before they run out of ideas. That’s why we’re seeing healthy startup numbers but fewer businesses making the leap into sustainable, high-growth companies.

“AI has the potential to change that because it dramatically lowers the operational cost of a business scaling.

“Five years ago, growing a business often meant hiring layers of management and support staff. Today, AI can help small teams deliver customer support, marketing, financial analysis, software development and administrative tasks that previously required several additional employees. That allows founders to scale revenue faster without costs rising at the same pace.

“However, AI isn’t a silver bullet. The businesses that will benefit most are those using AI to remove bottlenecks rather than simply automate existing processes.

“Scaleups succeed by building systems that can grow without the founder being involved in every decision. AI can accelerate that transition, but it still requires strong leadership, clear strategy and a willingness to redesign how the business operates.”

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Jessica Maccio, Digital PR Consultant, JessicaMaccio.com

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“Scaleups have historically been defined as companies with 20 – 249 employees, and most founders I speak to are both launching and scaling as lean as possible. So businesses aren’t failing to grow, but they are not chasing a huge headcount and that seems to be a rational choice instead of a failure.

“We’ve got to consider that employing staff has become much more expensive over the past few years, coinciding with AI making it much easier to add to turnover without adding extra employees. So I think it isn’t a case of scaleup decline, but more that we need to redefine what a scaleup is in 2026.

“I don’t think AI will reverse the decline directly, but it can lower the risk for founders who are testing new products, markets or channels, as it’s far cheaper than it used to be. I’ve spoken to founders who can easily make changes to their own app using AI, without hiring more developers, for example. It will be interesting to see the impact of this, as what’s always most important is that the business has something worth scaling in the first place.”

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James Ryan, Co-Founder, Bacqd

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“We’re not short of startups in the UK. We’re short of businesses successfully making the leap from promising company to category leader.

“Over the last few years it’s become easier than ever to start a business. AI has dramatically lowered the cost of building products, creating brands and getting to market. That’s fantastic for entrepreneurship, but it doesn’t solve the much harder challenge of scaling.

“Scaleups don’t fail because they can’t generate ideas. They struggle because growth demands operational discipline, repeatable sales, leadership capability, access to capital and the ability to execute consistently as complexity increases. AI can’t replace those fundamentals.

“Where AI can change the equation is by giving ambitious scaleups capabilities that were previously only available to much larger organisations. A company of 50 people can now operate with the insight, automation and decision-making support that once required teams of hundreds. That has the potential to improve productivity, accelerate international expansion and make UK businesses more attractive to investors.

“The companies that benefit won’t be the ones simply ‘using AI’. They’ll be the ones redesigning how they operate around it. AI should be viewed as infrastructure for growth, not another software tool.

“If the UK wants to reverse the decline in scale-ups, we need to stop thinking about AI as just another technology trend and start treating it as a driver of competitiveness. Alongside better access to growth capital and stronger support for founders, AI has the potential to become one of the biggest catalysts for helping more British businesses scale globally.

“At bacqd, we’ve already seen this in action through our work with Atheni.AI, founded by two exceptional women entrepreneurs. Rather than building another AI model, Atheni helps people and organisations unlock measurable value from the AI tools they already have, including ChatGPT, Claude, Gemini, Microsoft Copilot and Perplexity by enabling them to use these technologies effectively, confidently and strategically.”
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Jenson Brook, Founder, Britain’s Got Startups

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“Currently, most startups use AI to improve efficiency rather than drive new growth. While AI enables teams to achieve more with fewer resources, efficiency alone does not transform a startup into a scaleup. Growth still relies on capital, talent, and the capacity to enter new markets.

“The UK doesn’t necessarily have a startup problem; it has a capital allocation problem.

“AI is exposing, rather than resolving, the UK’s challenges in scaling startups. Although AI-driven businesses are increasing, the core issues remain. Founders continue to face barriers such as limited access to later-stage capital, higher hiring costs, and a funding ecosystem that lags behind innovation, especially outside London.

“AI may also worsen existing imbalances. Investment is concentrated in a few leading companies and established hubs, while regional scaleups remain underfunded, even though they represent most high-growth businesses.

“AI can help UK companies scale faster and compete globally at an earlier stage, but it cannot address structural gaps in funding and support. Until these issues are resolved, the UK will continue to produce ambitious startups. Initiatives that redirect capital and attention beyond London are essential to building a true national scaleup economy.”

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Lukas Kaminskis, CEO, Turing College

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“The UK’s scaleup problem has traditionally been seen as a shortage of funding and skilled people. Growing businesses have often struggled to access enough capital or recruit the talent they need. AI could change that by helping companies do more, grow faster and operate with smaller teams – a potential that is not yet fully understood.

“As a business, we have doubled the number of engineering tasks we complete and release each week – including bug fixes, new features and technical improvements – since integrating AI into our development work.

“We have also significantly increased our marketing output without adding headcount and built internal tools, including an advertising-generation system and an AI admissions interviewer, that have saved us close to £100,000. In some areas, we have quadrupled the revenue generated by our go-to-market activity.

“We simply have not needed to hire some of the roles we would have recruited for 18 months ago.

“That is the real opportunity for scaleups. Growth used to require companies to increase headcount at roughly the same rate as revenue. Hiring is slow, expensive and risky, and it is often where promising UK startups stall. AI loosens that link by enabling smaller teams to achieve more. A ten-person company can now plausibly achieve what might have required 30 people three years ago.

“I would be careful about calling AI a silver bullet, though. We take three risks seriously, and they could just as easily stall a scaleup as help one.

“Governance is the quiet risk. Many businesses use AI tools without a clear policy on what data can be entered, who owns the outputs or how decisions are audited. That can remain invisible until it becomes a compliance or reputational problem.

“Overreliance is more nuanced. The risk is not simply that people use AI too much, but that they lose the ability to judge whether its output is any good. The skill that matters is not just prompting; it is knowing the subject well enough to recognise when the model is wrong.

“Tokenomics is also underappreciated. Companies are building core workflows around API pricing that can change quickly, while model providers can alter prices or withdraw models altogether. A business that embeds AI deeply into a critical process without planning for costs to double, or for a model to disappear, has taken on a dependency risk it may not have fully considered.

“AI can help reverse the UK’s scaleup decline, but only for companies that pair it with proper governance, genuine domain expertise and a clear understanding of the risks. Without those foundations, AI may help a business grow faster, but not necessarily more sustainably.”

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Jeff Barrington, Managing Director, Windsor Drake

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“This is not a startup problem, it is a capital and exit problem. The UK is excellent at forming companies and weak at funding them through the middle. Only about 7% of seed-funded startups reach institutional scale-up capital, and more than 80% of the growth money that does appear comes with an overseas investor attached. So scale-ready companies stall, raise abroad, or get acquired early, often by US strategics, before they ever become independent scaleups. That is the same pipe draining London’s public market.

“AI helps, but it is a tailwind, not a cure. It does let companies scale on less. UK founders already run about 2.5 times leaner than US peers, and AI pushes that further, so a startup can reach more revenue per pound raised, which softens the funding gap. UK AI startups also raised $7.9 billion last year, a third of all UK venture capital.

“But the scaleup gap is structural. AI does not create domestic growth capital, and it does not change an exit market that rewards selling early. If anything, an AI-capable company becomes an attractive acquisition sooner, so it can get bought before it scales. AI makes UK companies easier to scale. It does not fix the reasons they don’t.”

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Juan Mathews Rebello Santos, Cybersecurity Researcher, Founder, BNVD.org

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“The UK produces more AI startups per capita than any European country, but sells most of them to US buyers before they reach 250 employees. Thats not a technology problem, its a cost of scaling problem. The compliance, security, infrastructure, and talent overhead between Series A and Series B crushes UK founders because they lack the cheap capital their US competitors have.

“AI compresses that overhead directly. Automated compliance tooling, AI driven security operations, and agent based customer support let a UK team of 40 operate like a US team of 120. At BNVD.org we track vulnerability disclosure patterns across scaleups, and the data shows that UK companies spending on AI security tooling reach SOC 2 certification 60% faster than those using traditional methods.

“Thats months shaved off the sales cycle with enterprise customers. The real opportunity isnt just adopting AI, its that the UK can leapfrog the legacy infrastructure problem. New AI native scaleups dont need to build the same compliance and security stacks that slowed previous generations. They can deploy AI agents that handle vendor risk assessments, continuous monitoring, and incident response from day one.

“The government should create a regulatory sandbox exempting AI native scaleups from new AI regulation until they cross 500 employees, giving them the runway to grow rather than selling early to avoid uncertainty.”

The post Experts Share: Could AI Help Reverse The UK’s Scaleup Decline? appeared first on 91̽��.

The launch brings Musk back to the business that first made his name. X Money is rolling out to selected users in the United States and brings banking, payments and rewards into the same app people already use for social media.

Musk no longer has all that involvement with PayPal, but his history with the company gives the launch added context. The person who helped build one of the biggest online payment platforms now wants people to manage their money through X instead.

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What Does X Money Have To Offer?

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XX Money brings together services people would normally expect from a digital bank. Users can receive their salary through direct deposit, send money instantly to other X users, pay bills, transfer money, write electronic checks – even use a debit card.

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The service also has an annual percentage yield of up to 6.00% for eligible users, 3% cashback on qualifying purchases and up to $10 million in FDIC insurance through its Cash Sweep Programme. According to X Money, the interest rate is more than ten times the United States national average.

Security features are available; passkeys, transaction controls, privacy settings, to name a few. Also, users can lock cards in the app, set spending controls and contact customer support through an in app chat service available around the clock.

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Why Is Musk’s PayPal History A Funny Part Of This Story?

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The launch brings Musk back full circle to an area where he had his first successful business – before becoming known for electric cars and rockets, Musk co founded X.com, an online financial company that later became part of PayPal after a merger with Confinity. PayPal went on to become one of the world’s best known digital payment services after changing how people sent money over the internet.

X Money instead puts banking and payments on X, so users can chat, read posts and send money from one app. It also adds direct deposits, cashback, debit cards and bill payments, so it’s closer to a digital banking service than it is to being a payment app.

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Could X Money Rival PayPal?

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With the features we’ve discussed, X Money clearly already has many of the services people use PayPal for. Users can send money instantly, receive payments and manage everyday spending from one account.

The difference is that X wants users to carry out more financial activities through its platform instead of using separate banking apps.

Something that X Money falls short on is that its only available in the United States, whereas PayPal is available across many countries.

More than twenty years after helping build PayPal, Musk has returned to digital payments. This time, X Money brings banking services, payments and social media all into one platform – one of the latest products in his long involvement with online finance.

The post Can Elon Musk’s New X Money Platform Rival PayPal? appeared first on 91̽��.