The mechanical engineering student has already raised thousands of pounds for the idea, and secured premises

A young entrepreneur who is studying at Newcastle University has launched an animal health tech start-up that has raised £40,000 early stage funding.

Henrietta Newble, a 19 year-old mechanical engineering student who is originally from Cambridge, is now in the process of raising a further £80,000. Her company, AnFiTest, provides rapid diagnostics for vets and aims to prevent major nutrition-based animal diseases.

The horse and livestock-focussed start-up aims to address what it says is a lack of fast, accessible and reliable on-site diagnostics for animal health. Its portable device intends to replace slower laboratory testing and more subjective assessments by vets.

Ms Newble has been building businesses since primary school, with her ventures including a computer-aided design company and the launch of a T-shirt business when she was just 10 years-old. What began as an A-level project, AnFiTest is now ready to market.

She said: “It was a rudimental project, but it gave me time to do initial market research, then I was told I should keep going with it.”

Ms Newble’s introduction to engineering came via a scholarship and work experience placements, for which she earned awarded. Having briefly considered architecture as a career she chose mechanical engineering at Newcastle University because of its specialist masters pathway, along with the city’s wider reputation for innovation.

She attended a Newcastle University START UP Pitching workshop, where she chose to present her A Level idea. It grabbed the attention of the START UP team and from there she found mentors across the university – including chemists who helped her develop early prototypes.

Ms Newble added: “Newcastle University’s START UP team gave me the confidence and the structure to turn an idea into a real company. I’ve built networks, accessed labs, secured funding and been supported every step of the way.”

About 12 months ago, she took part in Innovate UK’s Growth and Scale programme, raising £40,000. She has now secured premises with laboratory space and offices.

AnFiTest has also created work experience opportunities for other Newcastle University students, taking on four interns through the NCL Internships programme. The firm has now appointed a research and development director with a PhD from Oxford University.

Claire Adamson, senior manager for entrepreneurship and start-up at Newcastle University, said: “Henrietta is a fantastic example of what can happen when early curiosity is matched with the right support. From the moment she pitched her idea, it was clear she had both technical ability and the drive to build something impactful. Our role is to help students like Henrietta turn promising ideas into viable businesses, and she has embraced every opportunity.

“As a female STEM (Science, Technology, Engineering, and Mathematics) student launching an innovative product into a growth sector, Henrietta serves as an important role model to others. We’re incredibly proud to support her journey.”

Prof Jane Robinson, Newcastle University’s pro-vice-chancellor business, partnerships and place, added: “We are proud of Henrietta’s success – she is an example of what is possible when talent, purpose and ambition come together. With the right support in a university setting, ideas grow and budding entrepreneurs can discover what they’re capable of.

“We encourage our students and graduates to take the first step and are here to support them to turn their ideas into thriving businesses. Their drive and ambition positively benefit our communities, industries and the North East economy.”

American Airlines’ leadership is facing a rare public rebuke from within its own ranks as the unions representing flight attendants and pilots have publicly questioned and criticized CEO Robert Isom’s leadership.

The Association of Professional Flight Attendants (APFA) on Monday issued a vote of no confidence in Isom. The union, which represents more than 28,000 American Airlines flight attendants, noted the vote of no confidence was the first in its history against an American Airlines CEO. 

In an announcement about the vote, the APFA said “management decisions” have left American Airlines “dangerously behind” its competitors. Additionally, the union said that the vote was a signal that the airline’s “largest unionized workgroup has no confidence or trust” in Isom’s leadership. The union demanded leadership change at the airline in addition to accountability and “improved operational support.”

AMERICAN AIRLINES PLANS TO RESUME NONSTOP SERVICE TO VENEZUELA

American Airlines CEO Robert Isom speaks at a press conference with other officials to give updates following a collision between an American Airlines plane and an Army helicopter in Washington, D.C., on Jan. 30, 2025. (Nathan Posner/Anadolu via Getty Images / Getty Images)

American Airlines has faced challenges that have caused it to lag behind its competitors. The airline made $111 million last year, while Delta Air Lines brought in $5 billion and United Airlines earned more than $3.3 billion, according to CNBC. The outlet noted that the discrepancy comes even as American Airlines flew at a similar capacity to its competitors in 2025.

“From abysmal profits earned to operational failures that have front-line Workers sleeping on floors, this airline must course-correct before it falls even further behind,” APFA President Julie Hedrick said in a statement following the vote. “This level of failure begins at the very top, with CEO Robert Isom.”

In response to FOX Business’ request for comment, American Airlines referred to remarks Isom made during the airline’s recent earnings call, which took place on Jan. 27.

“Our strategy to deliver on American’s revenue potential centers on four key areas: delivering a consistent, elevated customer experience, maximizing the power of our network and fleet, building partnerships that deepen loyalty and lifetime value, and continuing to advance our sales, distribution and revenue management efforts. While this has been a multi-year effort, 2026 will be the year these efforts start to bear fruit,” Isom said during the call in excerpts provided to FOX Business.

“I’ve been in this business for a long time, and I’m incredibly excited about what lies ahead for American. The foundation we built in 2025, combined with our go-forward strategy, positions us to deliver sustainable growth and create long-term value for our customers, team members, and shareholders,” he added.

AFPA cited several reasons behind its board’s unanimous vote of no confidence in Isom, including lagging competitiveness against rival airlines, excessive executive compensation despite financial losses, an allegedly botched sales strategy that tanked industry rankings and deepening operational instability.

An American Airlines passenger plane is parked at a gate at Ronald Reagan Washington National Airport on Aug. 24, 2025, in Arlington, Va. (DANIEL SLIM/AFP  / Getty Images)

DELTA FLIGHT ABRUPTLY MAKES MIDAIR U-TURN AFTER SMOKE REPORTED FROM ENGINE

Captain Dennis Tajer, spokesperson for the Allied Pilots Association (APA) Communications Committee, told FOX Business that the pilots’ union “understands” the APFA’s “deep frustration” with Isom.

The “APA understands and respects their deep frustration with Mr. Isom’s leadership and his stewardship of American’s lack luster financial recovery to include the lack of a long-term strategy to catch Delta and United while defining an identity and positive culture for our airline. We have similar frustration,” Tajer said.

On Feb. 6, just days before AFPA issued its vote of no confidence, the APA sent a letter to the American Airlines Group Board of Directors requesting a formal meeting amid concerns about the airline’s leadership decisions. In its letter, the union noted that it represents more than 16,000 American Airlines pilots.

“Our airline is on an underperforming path and has failed to define an identity or a strategy to correct course,” the APA’s letter read. “This assessment is not the result of a single interaction with management, an isolated operational disruption, or an individual earnings report; it is the result of persistent patterns of operational, cultural, and strategic shortcomings. Copying competitors’ initiatives and reactive repairs to the mistakes of the past is not a strategy to a future that closes the gap between American and our premium competitors, Delta Air Lines and United Airlines.”

A Boeing 737-800 aircraft, operated by American Airlines, at Cincinnati & Northern Kentucky International Airport (CVG) in Hebron, Ky., on Friday, Feb. 6, 2026. (Bing Guan/Bloomberg via Getty Images)

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The union said that the airline’s management failed to “articulate a credible strategy and demonstrate measurable improvement,” despite the APA voicing its concerns “for more than a year.” The APA accused American Airlines leadership of praising “efficiency” while failing “to fully monetize the assets under their charge.”

“While our premium competitors’ market capitalization has soared, American’s has soured. As their free cash flow is sustained and growing, ours is inconsistent and stumbles,” the APA letter read.

Tajer said that the APA’s leadership was continuing to “consider all the options available,” though it was focused on “seeking engagement with the American board.”

The APA said it has yet to receive a response from the board of American Airlines.

FOX Business reached out to APFA for comment.

Revised outlook add more than £2m to the North East chain’s expected pre-tax profits

Continued high gold prices are feeding profits at pawnbroking, jewellery and travel money chain Ramsdens.

Bosses at the Teesside-based firm have revised pre-tax profit expectations up, saying new record high gold prices in 2026 have helped boost its purchasing of precious metals business. It told investors the volume of gold bought in the new financial year, and particularly since the start of 2026, has been strong.

Ramsdens now expects pre-tax profits for the year to be more than £21m, a significant increase on the £18.6m previously expected. In 2025 the listed business posted pre-tax profits of £16.2m.

Jewellery retailing continued to perform well in stores, and online via a new website launched in recent weeks. New stores in Wakefield and Hull were also said to be trading well, with Ramsdens on track to open between eight and 12 new sites in its 2026 financial year, expanding its network of nearly 170 shops. The growth is due to support job created on Teesside, where Ramsdens expanded its head office operations in recent years.

Investors were also told of momentum across Ramsdens’ pawnbroking operation with lending at record levels in January. Meanwhile foreign currency exchange continued in line with the first quarter with volumes flat year-on-year as customers increasingly opted for Ramsdens’ prepaid multi-currency cards.

Peter Kenyon, chief executive, said: “Ramsdens’ excellent value for money proposition continues to resonate strongly with consumers whether they’re looking for new or used jewellery, seeking the best rates for money to take abroad, looking to secure a short-term asset backed loan, or wanting to get cash for their unwanted gold. Whilst still relatively early in the financial year, as a result of the strong momentum across our business, the board now anticipates profit before tax for FY26 to be ahead of current market expectations.

“We’re making good progress in expanding our estate and are on track to open between eight and 12 new stores this year. Whilst there remain uncertainties in the wider macroeconomic backdrop, our diversified business model and strong foundations give the Board every confidence in Ramsdens’ opportunities to continue to grow and deliver for all stakeholders.”

The boosted outlook follows full year results to the end of September 2025 in which Ramsdens saw revenue grow 22% to £116.8m and an increase in operating profit from £12.4m to £17m, with pre-tax profits up 43% from £11.4m to £16.2m.

Ramsdens said at the time that its pawnbroking loan book was worth £12.8m and that jewellery retailing – including its new and second stock and high end watches – saw profits jump 18% to £15.7m.

Eddie Bauer, the 103-year-old American outdoor apparel and lifestyle brand once synonymous with rugged adventure and preppy heritage, filed for Chapter 11 bankruptcy protection late Tuesday, Feb. 9, 2026, in the U.S. Bankruptcy Court for the District of Delaware. The filing sets the stage for a rapid wind-down of its entire remaining U.S. retail footprint—180 stores—unless a qualified buyer steps forward by the court-imposed deadline of March 3, 2026.

The company, owned by New York-based private-equity firm Authentic Brands Group (ABG) since 2021, stated in court documents that persistent same-store sales declines, mounting operating losses, and a heavy debt burden left it unable to continue as a going concern in its current form. Eddie Bauer’s U.S. retail division will cease operations and begin an orderly liquidation process in the coming weeks if no viable purchaser emerges.

“Despite heroic efforts by our associates and several promising initiatives, the challenging retail environment, shifting consumer preferences, and structural cost pressures proved insurmountable,” said Eddie Bauer CEO Damien Huang in a prepared statement. “We are grateful for the dedication of our teams and the loyalty of generations of customers who have made Eddie Bauer part of their outdoor stories.”

The bankruptcy filing does not immediately affect Eddie Bauer-branded product sold through licensing partners, wholesale channels, or international franchise operations. ABG said it intends to preserve the brand’s intellectual property and trademarks, positioning the name for a potential relaunch as a purely licensed or digital-first business after the physical-store closure.

Seven Minnesota stores—in Bloomington, Eden Prairie, Maple Grove, Minnetonka, Rochester, Roseville, and St. Cloud—are among the locations slated to close. Liquidation sales at all 180 U.S. stores are expected to begin as early as next week and continue through mid-March or until inventory is exhausted. Employees will receive severance and benefits continuation in accordance with federal WARN Act requirements and company policy, though many will face layoffs as stores shutter.

Eddie Bauer’s troubles mirror broader challenges confronting mid-tier department-store and specialty retailers in 2025–2026. The brand struggled to differentiate itself in an increasingly crowded outdoor-apparel market dominated by Arc’teryx, Patagonia, The North Face, Columbia, and budget-friendly fast-fashion rivals. Inflation-weary middle-class shoppers pulled back on discretionary purchases, while younger consumers gravitated toward trend-driven direct-to-consumer labels and luxury performance brands.

Analysts point to several structural factors that accelerated Eddie Bauer’s decline:

• Over-reliance on brick-and-mortar: At its peak in the early 2000s, Eddie Bauer operated more than 600 U.S. stores. The company never fully adapted to the e-commerce shift, and its website and digital experience consistently ranked behind competitors in usability and conversion metrics.
• Aging brand identity: Once known for rugged outerwear worn by explorers and presidents, the label lost cachet among younger demographics. Repeated attempts to modernize the aesthetic—most recently through a “heritage-reimagined” campaign in 2024—failed to reverse declining foot traffic.
• Debt burden inherited from prior ownership: After ABG acquired Eddie Bauer out of its second bankruptcy in 2021, the company carried significant secured and unsecured debt. High interest rates in 2024–2025 made servicing that debt increasingly difficult amid falling sales.
• Inventory mismanagement: Several former executives described chronic overstocking of seasonal goods—particularly heavy outerwear—leading to aggressive markdowns that eroded margins and trained customers to wait for deep discounts.

The Chapter 11 filing lists estimated assets and liabilities both in the $100 million–$500 million range. Major secured creditors include Bank of America and Wells Fargo, while unsecured creditors include merchandise vendors, landlords, and logistics partners.

ABG has already lined up debtor-in-possession (DIP) financing of approximately $75 million from existing lenders to fund operations and the liquidation process. The company also filed a motion to reject nearly all remaining store leases, signaling an intent to close rather than downsize.

Industry observers expect the Eddie Bauer trademark and brand equity to attract interest from several potential buyers:

• Existing outdoor and lifestyle conglomerates looking to add a heritage name at a discount
• Fast-fashion or off-price retailers seeking established brand cachet for licensed product
• Pure-play e-commerce operators or private-equity firms that specialize in brand revitalization through digital channels

“There’s still real value in the Eddie Bauer name—especially internationally and in licensing—but the physical retail model as it existed is no longer viable,” said Craig Johnson, president of Customer Growth Partners, a retail consultancy. “Whoever acquires it will almost certainly run it as a brand-first, store-light or store-less business.”

Eddie Bauer traces its origins to 1920, when Seattle outdoorsman Eddie Bauer opened a small shop selling tennis rackets and fishing tackle. He later pioneered the Skyliner down jacket in 1936 after nearly freezing during a fishing trip, helping establish the company as an early innovator in insulated outerwear. The brand became a favorite of mountaineers, pilots, and everyday adventurers, and was purchased by General Mills in 1971 before passing through multiple owners.

The company filed for Chapter 11 twice before—once in 2009 amid the Great Recession and again in 2020 during the COVID-19 pandemic—each time emerging with fewer stores and a narrower focus. The 2026 filing, however, appears to mark the end of Eddie Bauer as a traditional multi-channel retailer in the United States.

For the thousands of employees facing layoffs and the loyal customers who grew up wearing Eddie Bauer parkas and fleece, the news is a sobering reminder of how quickly even century-old brands can falter in today’s unforgiving retail environment.

As the March 3 bidding deadline approaches, the question is no longer whether Eddie Bauer can survive in its current form—it is whether the name can find new life under different ownership or fade into licensing obscurity.