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Aviva shareholder meeting in York targeted by protesters

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Campaign group Boycott Bloody Insurance said it was behind the stunt

Aviva

Protestors targeted insurance giant Aviva’s annual general meeting in York today.

Campaign group Boycott Bloody Insurance claims the FTSE100 firm underwrites or invests in companies that profit from surveillance, immigration detention, fossil fuels and weapons. The group claimed to be behind 12 people with shares in Aviva.

A video shared to social media shows people lying and kneeling on the floor of Avia’s Wellington Row offices in the city, before being led away. Boycott Bloody Insurance’s website contains materials that take aim at insurers who they say protect “deadly industries driving climate chaos, the genocide in Gaza and border violence”.

Andrew Taylor, a campaigner at Boycott Bloody Insurance said: “Aviva likes to present itself as an ethical business, but when you look at the companies it supports, that turns out to be a sham.”

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Aviva’s AGM comes after it published 2025 results showing operating profits had climbed 25% to more than £2.2bn. That included a £174m contribution from its takeover of Direct Line.

Aviva declined to comment on Wednesday’s events.

The disruption in York comes only a week after NatWest was forced to pause its AGM amid heckling during its chairman’s opening speech. Protesters were singing and making statements about NatWest’s climate policies, while shareholder activists called on the banking group to address claims it had “reduced the ambition of its fossil fuel policy and climate targets”.

Rick Haythornthwaite, NatWest’s chairman, defended its policies and said the financing of oil and gas comprises 0.6% of the group’s total lending. Meanwhile, Barclays is expected to be targeted at its AGM in London on Thursday, with activist groups including the Palestine Solidarity Campaign and Campaign Against Arms Trade organising a protest outside the meeting.

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Hedge fund founder hits back at Mamdani’s wealth tax video

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Hedge fund founder hits back at Mamdani's wealth tax video

“Like for this penthouse, which hedge fund CEO Ken Griffin bought for $238m,” Mamdani said, while standing in front of the property’s building. When Griffin bought the apartment in 2019 it became, and remains, the most expensive property purchased in the US.

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Why Early Retail Strategy Defines Brand Success

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The eCommerce industry is competitive, and having the right strategy is essential for success. With the correct tools, you can streamline your processes, enhance customer experience, and boost sales.

Many entrepreneurs build brands with strong online traction. Sales grow. Awareness builds. The next step often becomes retail expansion. That step introduces a new level of pressure.

Retail does not reward potential. It rewards performance.

TLK Fusion, a marketing and retail strategy agency founded in 2009, has worked with brands at different stages of growth, including startups and established companies entering national retail. Their experience comes from supporting brands through placement, execution, and long-term retail performance. That perspective shapes how they view preparation.

“Too many brands think retail is the next step after growth,” they explain. “In reality, it requires a completely different level of readiness.”

Why Early Strategy Matters More Than Timing

Retail expansion often happens too early. Founders see demand and assume the product is ready for scale.

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The data shows otherwise. Industry research indicates that 80% or more of new consumer packaged goods fail within the first two years. Many fail after entering retail.

The issue is not product quality. The issue is lack of preparation.

Retail introduces fixed timelines, strict expectations, and performance tracking. Brands lose flexibility. Decisions must be made in advance.

“Retail is structured,” TLK Fusion says. “You don’t get to adjust in real time the way you can online.”

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Early strategy reduces risk. It allows brands to test assumptions before committing to large-scale distribution.

Understanding the Shift From Direct Sales to Retail

Direct-to-consumer models give founders control. They manage pricing, messaging, and customer interaction.

Retail removes that control. Products compete in shared space. Buyers evaluate based on data.

This shift changes how brands must operate.

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  • Pricing must fit wholesale margins
  • Packaging must communicate instantly
  • Supply chains must support volume
  • Marketing must drive in-store demand

Research shows that over 70% of purchase decisions happen at the shelf. This leaves no room for long explanations or complex messaging.

“Consumers don’t have time to figure out your product in a store,” TLK Fusion explains. “They need to understand it immediately.”

Brands that prepare for this shift perform better in early retail cycles.

Building a Retail-Ready Product

A product that works online may not work in retail. Packaging, size, and price point all affect performance.

Retail buyers assess products based on:

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  • Category fit
  • Competitive pricing
  • Shelf appeal
  • Sales potential

Many founders focus on branding. Retail requires functional clarity.

Studies show that products with clear positioning outperform competitors in crowded categories. This is not about design alone. It is about communication.

“Your product has seconds to make an impression,” TLK Fusion says. “Clarity matters more than creativity in that moment.”

Early product development should account for these constraints.

Pricing for Retail From the Start

Pricing decisions made early can limit future growth. Many brands build pricing models around direct sales margins.

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Retail introduces wholesale pricing. Margins shrink. Costs increase.

These include:

  • Retailer margins
  • Distribution fees
  • Promotional costs
  • Returns and allowances

A study from retail finance groups shows that brands can lose 30–50% of their margin when moving into retail channels.

Without planning, this shift can make a product unsustainable.

“Brands need to understand their numbers before they scale,” TLK Fusion explains. “If pricing doesn’t support retail, growth will stall.”

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Early financial planning allows brands to enter retail with viable models.

Generating Demand Before Retail Launch

Retail success depends on demand. Shelf presence alone does not drive sales.

Many founders assume that retail placement will create awareness. Retailers expect the opposite.

Products must already have an audience.

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Research shows that brands with pre-launch awareness campaigns perform stronger in their first 90 days in retail.

This affects reorder rates and long-term placement.

“Retail is not where you start building awareness,” TLK Fusion says. “It’s where you convert it.”

Brands that invest in early marketing see stronger results after launch.

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Preparing Operations for Scale

Operational readiness is a common failure point. Online brands can manage small batches and flexible timelines.

Retail requires consistency.

Brands must handle:

  • Large order volumes
  • Strict delivery schedules
  • Inventory management
  • Production reliability

Supply chain data shows that over 60% of small brands face fulfillment challenges when entering retail.

These issues impact retailer relationships and sales performance.

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“Retail depends on reliability,” TLK Fusion explains. “If you can’t deliver consistently, it affects everything else.”

Preparation must include operational systems, not just marketing plans.

Aligning Marketing With Retail Execution

Marketing strategies must change when entering retail. Online campaigns focus on engagement. Retail requires conversion.

Messaging must match the in-store experience.

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This includes:

  • Clear product benefits
  • Consistent branding across channels
  • Targeted campaigns tied to retail locations

Retail studies show that integrated campaigns tied to store availability improve sell-through rates significantly.

“Marketing should support what happens in-store,” TLK Fusion says. “It needs to drive action, not just attention.”

Alignment between marketing and retail execution improves early performance.

Managing Retail Relationships From Day One

Retail partnerships require ongoing management. Buyers expect communication, performance tracking, and support.

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Brands must:

  • Monitor sales data
  • Respond to performance issues
  • Support promotions
  • Maintain inventory levels

Failure to meet expectations can limit future opportunities.

“Retail is a relationship business,” TLK Fusion explains. “It’s built over time through performance.”

Early preparation includes understanding these expectations

Retail Success Starts Long Before the Launch

Retail growth is not a single decision. It is the result of early planning, structured execution, and consistent performance.

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Brands that succeed in retail prepare long before entering stores. They align product development, pricing, operations, and marketing with retail realities.

“Too many brands wait until they have placement to start thinking about strategy,” TLK Fusion says. “That’s too late.”

Entrepreneurs who approach retail with discipline improve their chances of long-term success. Preparation does not guarantee results. It creates a foundation for growth.

Retail rewards brands that are ready.

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How Communities Prepare for Emergencies Through Coordinated Local Systems

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How Communities Prepare for Emergencies Through Coordinated Local Systems

Communities across the United States face a wide range of emergencies, from public health crises to natural disasters and large scale incidents. The ability to respond effectively often depends on preparation that takes place long before any event occurs. Local emergency response systems play a central role in shaping how communities plan, train, and coordinate across agencies. As response environments grow more complex, preparedness has become a continuous process rather than a one time effort.

Current emergency management requires coordinated efforts of emergency medical service, public health departments, local government agencies and community organizations. All of these entities should work together in a clear manner with shared responsibility and good communication. How well these elements are aligned prior to an emergency will often dictate the success of the response.

Growing Importance of Community Emergency Preparedness

Emergency preparedness has become more important as communities experience a wider range of risks. Severe weather events, public health threats, and infrastructure challenges have increased the demand for organized and flexible response systems. Population growth in urban and suburban areas has added pressure on existing resources, requiring local agencies to adapt their planning strategies.

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Preparedness is not limited to large scale disasters. Everyday incidents, such as traffic accidents or localized health outbreaks, require coordinated action from multiple agencies. These events highlight the need for consistent training and shared protocols. Communities that invest in preparedness are better equipped to respond quickly and reduce the impact of emergencies on residents.

Public awareness has also shifted in recent years. Residents expect local governments to provide clear guidance before, during, and after emergencies. This expectation has led to an increased focus on transparency and communication. Preparedness programs now often include public education campaigns that encourage individuals and families to take an active role in their own safety.

Increasing Complexity of Modern Response Environments

The complexity of emergency response systems today exceeds what we have experienced over prior decades. Modern technology has allowed greater efficiency in both communication and data exchange; however, new forms of coordination and data management complexities were created with the introduction of these new systems. Therefore, other factors now require that public safety driven organizations process high volumes of data in real-time and are responsible for many decisions affecting their communities.

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Another factor contributing to complexity is the interconnected nature of modern communities. Transportation systems, healthcare networks, and communication infrastructure are closely linked. A disruption in one area can quickly affect others. Emergency planning must account for these connections to ensure that response efforts remain effective.

Workforce considerations also play a role. Many communities face staffing shortages in emergency services, which can impact response times and operational capacity. Training and retention have become critical priorities for local agencies. Preparedness strategies must address not only equipment and systems, but also the people who operate them.

Local Preparedness Strategies

Preparedness begins at the local level with structured planning and regular evaluation. One of the most effective tools used by communities is the implementation of training exercises. These exercises simulate real world scenarios and allow agencies to test their response capabilities. Participants can identify gaps in communication, resource allocation, and decision making.

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Unified command structures for training exercises determine how different agencies will collaborate with one another and gain a level of trust that leads to a common operating environment in emergencies. Agencies leverage this opportunity to understand their specific roles when a response is required during an emergency event. Agencies conduct after-action reviews to analyze performance and to establish areas for change in order to improve future response capabilities.

Public education programs are another key component of preparedness. Local governments and public health agencies provide information on emergency kits, evacuation plans, and safety procedures. These programs aim to empower residents with knowledge that can reduce risk during an incident. Schools, community centers, and local organizations often serve as platforms for delivering this information.

Preparedness efforts are also supported through a network of volunteers who help provide response to public safety incidents. Residents of communities who receive basic training will be able to support professional responders during emergencies by assisting in areas such as shelter operations, supply distribution, or communication efforts. Residents’ participation in preparedness activities helps build a wider support system for a community while supporting its resilience.

Interagency Coordination

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Effective emergency response depends on strong coordination between multiple agencies. Emergency medical services, fire departments, law enforcement, and public health organizations must work together under a unified framework. This coordination ensures that resources are used efficiently and that decisions are made with a clear understanding of the situation.

Unified communication systems are essential to this process. Agencies rely on shared platforms to exchange information quickly and accurately. These systems help prevent misunderstandings and allow responders to adapt to changing conditions. Consistent communication protocols also support collaboration across jurisdictions, which is especially important during large scale incidents.

Interagency coordination extends beyond response activities. Planning and policy development often involve collaboration between local governments and regional partners. By working together, agencies can align their strategies and create a more cohesive approach to preparedness. This alignment reduces duplication of efforts and improves overall effectiveness.

Private sector entities often partner with emergency services in terms of coordinating their response efforts (e.g., when hospitals coordinate with utility companies and transportation agencies). These types of organizations are important to the overall success of an effective response to any emergency, as they can help agencies maintain the continued delivery of essential services during an emergency scenario by being involved in planning operations ahead of time.

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Leadership and Experience in Emergency Planning

Experienced professionals play a significant role in shaping community preparedness efforts. Individuals who have worked across emergency medical services, public health, and government agencies bring valuable insight into the planning process. Their experience allows them to identify potential challenges and develop practical solutions.

Emergency response professionals in Colorado, including Scott Bookman, have emphasized that effective preparedness begins well before an emergency occurs. This perspective reflects the importance of coordination between agencies and the need for continuous improvement in planning efforts. Leaders with diverse backgrounds can bridge gaps between organizations and support more integrated response systems.

The role of leadership extends beyond decision making during an incident. It includes building relationships, fostering collaboration, and maintaining a focus on long term preparedness. Leaders must balance operational demands with strategic planning to ensure that systems remain adaptable and effective.

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The professional background outlined in the provided materials highlights the importance of experience across multiple sectors. For example, leadership roles in emergency medical services, hospital administration, and public health provide a comprehensive understanding of how different systems interact. This type of experience supports more informed planning and strengthens the overall response framework.

Future of Community Emergency Preparedness

The future of emergency preparedness will likely involve greater integration of technology and data driven decision making. Advances in communication systems and data analytics can improve situational awareness and support faster response times. However, these tools must be implemented carefully to ensure that they enhance rather than complicate operations.

Public private partnerships are expected to play an increasingly important role. Collaboration between government agencies and private organizations can provide additional resources and expertise. These partnerships can also support the development of new strategies for addressing emerging challenges.

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Training models will continue to evolve as well. Communities are exploring new approaches that combine traditional exercises with digital simulations and scenario based learning. These methods allow responders to practice a wider range of situations and improve their ability to adapt to unexpected conditions.

Another priority for us is developing engaged communities. Knowledgeable and engaged residents are key to effectiveness in preparedness initiatives. Future programming will also put a greater emphasis on outreach and education that will help make sure individuals know their role during emergency situations.

Scott Bookman Colorado has also been referenced in discussions about the importance of coordinated systems that connect public health, emergency services, and local leadership. This approach reflects a broader trend toward integrated planning that considers the needs of the entire community.

Building Stronger Systems Through Continued Collaboration and Planning

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Community preparedness is an ongoing process that requires commitment from multiple stakeholders. Local governments, emergency services, public health agencies, and residents all play a role in creating effective response systems. By focusing on coordination, training, and communication, communities can improve their ability to respond to emergencies of all types.

Preparedness is not a static goal. It evolves as new challenges emerge and as communities grow and change. Continuous evaluation and adaptation are essential to maintaining strong systems. The integration of experience, technology, and collaboration will shape the future of emergency response and help communities navigate an increasingly complex environment.

The emphasis on coordinated planning and shared responsibility illustrates how essential it is to work together as one across various sectors. The confidence that communities are creating through preparedness efforts now will help form an enduring support system for both immediate response needs and longer term ongoing resilience of the community.

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Younger consumers broadening beverage habits

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Younger consumers broadening beverage habits

Keurig Dr Pepper trends report highlights how consumer habits are changing. 

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From Addiction to Mental Health Leadership

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From Addiction to Mental Health Leadership

A Second Life Built on Accountability and Recovery

John Joseph Cardwell’s story does not start in a clinic. It starts with loss.

He grew up in Christchurch, New Zealand, in a large family with strong roots. His father was a New Zealander. His mother was Samoan. He was the eldest of five siblings. As a young person, life was active and structured. He played rugby, soccer, cricket, and rugby league at representative levels.

But over time, that structure broke down.

“My journey through addiction to alcohol and numerous illegal substances and denial of the impact I was causing those around me, especially my family, cost me everything,” Cardwell says. “My identity, my relationships, and my sense of purpose.”

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This period would define the turning point of his life.

Hitting Bottom and Facing Public Failure

Cardwell does not avoid talking about his lowest moments. In fact, he leans into them.

“I was exposed in the public eye for my behaviours in active addiction for the whole world to see,” he says. “It was a massive failure in my life.”

That exposure forced a decision. Stay the same or rebuild.

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For Cardwell, rebuilding meant full accountability.

“The success was to see it, be accountable, and commit to change,” he explains.

This mindset became the foundation of everything that followed. Not just recovery, but leadership.

The Recovery Process That Changed Everything

Cardwell has been clean and sober since October 2021. But he is clear that recovery was not instant.

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“Recovery wasn’t instant,” he says. “It was built through pain, honesty, and resilience.”

He credits structure and community as key factors. He leaned on mentors who had already built stable lives.

“Two men in particular had what I couldn’t manage to get,” he says. “A stable job, studying at university, their own place, relationships, family back in their life, the fact they could commit for a long period of time baffled me. They reminded me of the lengths I would go to score my substances, I could do the same for a different way of living to live”. He thought it was such a long shot to achieve all of what he thought at the time, was impossible.

He followed their example step by step.

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“I found and surrounded myself with people who had walked in my shoes before,” he says. “They role modelled a better way to live.”

Faith also played a role.

“I overcame obstacles with my faith in God,” he adds.

These influences helped him rebuild not just habits, but identity.

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From Lived Experience to Clinical Practice

After stabilising his life, Cardwell made a decision that would shape his career. He chose to formalise his experience through education.

He studied at Auckland University of Technology. There, he graduated having studied Health Science with a Major which was the main focus on Mental Health and Addictions. He continued with the study pathway assisted by lecturers towards postgraduate study to become DAPAANZ – (Drug and Alcohol Practitioner’s Association of Aotearoa New Zealand) registered.

Today, he works in the Health Sector as a clinician and counsellor.

His work includes individual sessions, couples counselling, and group facilitation. He focuses on alcohol and drug recovery, often referred to as AOD counselling. Alongside other addictions like gambling, internet and gaming often highlighting (CEP) Co-Existing Problems.

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What sets him apart is not just training. It is a lived experience.

“I stand not just as someone who is surviving addiction,” he says, “but as someone who found purpose through it.”

A Culturally Grounded Approach to Mental Health

Cardwell’s work is shaped by the communities he serves. He works closely with Māori and Pasifika populations.

He uses culturally grounded modalities such as:

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  • Te Whare Tapa Whā
  • Fonofale Model

These frameworks focus on the whole person. Not just symptoms, but family, culture, and environment.

“I apply a culturally grounded approach,” he explains. “It’s about holistic, whānau-centred wellbeing.”

This approach allows him to address deeper issues. These include intergenerational trauma and systemic barriers.

He focuses on building trust first.

“Cultural safety is key,” he says. “Without that, there is no real progress.”

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Leadership Through Service and Community Impact

Cardwell does not frame himself as a traditional business leader. But his work shows clear leadership traits.

He is a communicator. A problem solver. And someone who leads by example.

He is also active in the recovery community. He participates in a number of  12-step recovery programs and has shared by performing  his story publicly through theatre, including a production called Recovery Street.

“Shame and guilt are a strength of mine today,” he says. “Because I can speak to it openly and honestly.”

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This openness helps others connect with him. It also builds credibility.

He is not speaking from theory. He is speaking from experience.

Building Toward the Next Phase

Looking ahead, Cardwell is focused on growth. Not just personal growth, but impact.

He is working toward opening a private counselling practice and a bigger goal to establish a detox / rehabilitation centre alongside his partner in the Christchurch / Mid Canterbury region.

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The goal is clear.

“To help the addict who still suffers,” he says.

His approach to goals is structured but simple.

“Set goals. Break them into small steps. Stay consistent,” he says. “Know your why.”

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For him, that “why” is rooted in family, community, and service.

A Story That Continues to Evolve

Today, Cardwell describes his life in simple terms.

“I have peace and freedom from active addiction,” he says.

But he does not position himself as finished. His story is still evolving.

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His journey from addiction to clinician is not just personal. It reflects a broader shift. One where lived experience is becoming a key part of mental health leadership.

And in that space, Cardwell is building a role that is both practical and impactful.

“My story is no longer about struggle,” he says. “It’s about giving back.”

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Hassett says AI boom and capital spending are driving Wall Street rally

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Hassett says AI boom and capital spending are driving Wall Street rally

Wall Street’s rally is increasingly being tied to a mix of artificial intelligence investment, corporate tax incentives and a wave of factory construction reshaping the U.S. economy.

White House National Economic Council Director Kevin Hassett joined FOX Business’ Maria Bartiromo on “Mornings with Maria” to discuss why he believes the economy is entering a new growth phase driven by capital spending, AI productivity gains and tax policies aimed at accelerating domestic manufacturing.

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White House economist

White House National Economic Council Director Kevin Hassett. (Al Drago/Bloomberg)

“The bottom line is that there’s an AI productivity boom which is feeding through to an earnings boom,” Hassett said.

The comments come as companies pour billions into U.S.-based expansion projects tied to semiconductors, artificial intelligence infrastructure and advanced manufacturing. Hassett pointed to major investments from multinational firms, including Novartis and Taiwan Semiconductor Manufacturing Company, also known as TSMC, as signs the U.S. has become “the hot place to be right now.”

MARKET EXPERT SAYS POTENTIAL FED RATE CUTS COULD SPARK ‘ONE OF THE BIGGEST EXPLOSIONS’ IN US ECONOMY

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The administration’s push to restore full expensing and bonus depreciation for factory construction and equipment has also sparked a rush to build projects before key tax incentives expire.

“There’s a race unlike anything we’ve ever seen to create jobs in America right now,” Hassett said.

PRIVATE SECTOR ADDED 109,000 JOBS IN APRIL, ABOVE EXPECTATIONS, ADP SAYS

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Hassett also predicted strong economic growth through the rest of the year, arguing that recent import data reflects long-term investment in manufacturing equipment rather than weaker domestic demand.

“I’m highly confident that we’re going to be looking at 4% numbers for the rest of the year,” Hassett said. “I personally would make a bet on it with my friends.”

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Airlines spent 56.4% more on jet fuel after Iran war began: DOT

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Airlines spent 56.4% more on jet fuel after Iran war began: DOT

A technician prepares to refuel a Delta Airlines aircraft at the Austin-Bergrstrom International Airport on April 10, 2026 in Austin, Texas.

Brandon Bell | Getty Images

U.S. airlines spent 56.4% more on jet fuel in March, the month after the U.S.-Israel strikes on Iran began, than they did in February, U.S. government data released Wednesday show.

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U.S. carriers spent $5.06 billion on fuel in March, up from $3.23 billion in February. It was 30% more than what they paid in March 2025, according to the Department of Transportation.

Airlines have lowered or scrapped their 2026 forecasts altogether because of the spike in fuel, their biggest expense after labor. Some carriers have scaled back growth plans to cut costs and avoid having too much expensive capacity in the markets.

The spike in jet fuel was even sharper and topped $4 a gallon in some markets in April as the war continued and the Strait of Hormuz was effectively closed.

Spirit Airlines collapsed over the weekend, and the carrier said the surge in jet fuel costs foiled its plans to emerge from bankruptcy mid-year.

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Other major carriers told Wall Street as they reported earnings last month that they expect customers to cover the higher jet fuel costs by early 2027, if not the end of this year.

So far, booking trends show consumers are still traveling, In March, travel-agency ticket sales rose 12% from a year ago to $10.4 billion, with the number of domestic trips up 5% and international up 1%, according to the Airlines Reporting Corp.

Here's how jet fuel crisis in Europe threatens summer travel plans
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Publishers Sue Meta Over AI Training: Hachette, Macmillan Lead $Billion Copyright Battle

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$145bn AI Spending Plan Sends Shares Down 7%

Five of the world’s largest publishing houses have launched a class-action lawsuit against Meta Platforms in a Manhattan federal court, accusing the Mark Zuckerberg-led tech giant of pirating millions of copyrighted works to train its Llama artificial intelligence models, a development that throws fresh fuel on one of the defining commercial disputes of the AI era.

Elsevier, Cengage, Hachette, Macmillan and McGraw Hill, joined by the bestselling American author Scott Turow, filed proceedings on Tuesday alleging that Meta knowingly used pirated copies of textbooks, peer-reviewed scientific journals and novels, among them N.K. Jemisin’s The Fifth Season and Peter Brown’s The Wild Robot, to train the systems that now underpin the Silicon Valley group’s generative AI products.

The complaint, which seeks unspecified damages and class-action status on behalf of a far wider pool of rights holders, marks the first time that academic and trade publishers have moved against Meta as a unified front. It also signals a deliberate escalation by an industry that, until now, has largely watched from the sidelines as authors, newspapers and visual artists fought their own corner.

Maria Pallante, president of the Association of American Publishers, did not mince her words. “Meta’s mass-scale infringement isn’t public progress, and AI will never be properly realised if tech companies prioritise pirate sites over scholarship and imagination,” she said.

Meta has signalled it will mount a robust defence. “AI is powering transformative innovations, productivity and creativity for individuals and companies, and courts have rightly found that training AI on copyrighted material can qualify as fair use,” a spokesperson said. “We will fight this lawsuit aggressively.”

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The case opens yet another front in a war that is rapidly redrawing the commercial map for content owners on both sides of the Atlantic. Dozens of plaintiffs, from The New York Times, which is pursuing OpenAI and Microsoft, to a coalition of authors, news outlets and visual artists, have already filed suit against the leading AI developers. The legal questions hinge on whether ingesting copyrighted material to produce new, “transformative” output qualifies as fair use under American law, and the early rulings have been anything but uniform. Two of the first judges to grapple with the issue reached opposing conclusions last year.

The first major scalp came when Anthropic, the AI company backed by Amazon and Google, agreed in 2025 to pay $1.5 billion (£1.18 billion) to settle a class action brought by a group of authors, a sum that could have ballooned into multiples of that figure had the matter gone to trial.

For UK small and medium-sized enterprises operating in publishing, marketing, education and the creative industries, the implications are far from academic. The absence of a coherent licensing regime has left British rights holders exposed to the same alleged practices, while AI-dependent businesses face mounting uncertainty over which models can be deployed without inheriting legal liability.

Benjamin Woollams, chief executive of TrueRights, argues the sector urgently needs commercial infrastructure capable of matching the speed at which AI models are being built. “Every one of these lawsuits points to the same underlying problem: there’s no standardised way to license creative work and likeness for AI,” he said. “Tech companies aren’t villains for wanting training data, and creators aren’t luddites for wanting to be paid, but the infrastructure to connect them simply hasn’t existed until now. This represents a huge opportunity for those in the industry to build a transparent and trusted licensing framework that allows innovation and creator rights to coexist commercially.”

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He points to the influencer marketing economy, worth tens of billions of pounds globally and constructed almost entirely on rights licensing, as evidence that the commercial template already exists. “Brands and talent collaborate every day on an enormous scale. The commercial appetite for licensed content is there, the economic model is proven, and creators are increasingly aware of how their likeness and IP are used. What’s been missing in AI is a transparent, trusted way to license at the speed and scale these models require.”

Without such guardrails, Woollams warns, the drumbeat of litigation will only grow louder. “This sort of friction and litigation will continue to plague the industry, which will have negative knock-on effects on the kind of collaboration that should be powering the next generation of creative work, where AI platforms, advertisers and talent can actually build together.”

For Meta, the stakes extend well beyond the immediate price tag. A successful class certification could expose the group to claims from thousands of rights holders, while an adverse ruling would reverberate across an industry that has built its competitive edge on the unrestricted ingestion of vast corpora of human-authored work. For Britain’s SME publishers and creators, the case is a reminder that the rules of engagement with generative AI remain very much under construction, and that the courts, for now, are doing the drafting.


Jamie Young

Jamie Young

Jamie is Senior Reporter at Business Matters, bringing over a decade of experience in UK SME business reporting.
Jamie holds a degree in Business Administration and regularly participates in industry conferences and workshops.

When not reporting on the latest business developments, Jamie is passionate about mentoring up-and-coming journalists and entrepreneurs to inspire the next generation of business leaders.

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Why You Must Vote Tomorrow

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Why You Must Vote Tomorrow

I am not, in the ordinary run of things, a man given to civic exhortation. Lecture another adult on what to do with their Thursday and you tend to end up wearing their coffee, quite rightly.

But indulge me, just this once, because tomorrow is local election day across great swathes of England, and somebody has to say something about the great British shrug that has come to define our relationship with the ballot box at the parish-and-pothole level.

In the last round of council elections, turnout in some wards crept south of thirty per cent. Thirty per cent. Sit with that for a moment. Seven in ten adults, in possession of a franchise their grandparents fought a war to defend, opted instead to put the kettle on, watch a man on YouTube fitting a gearbox, or sit there in a state of low-grade irritation about Westminster as though the council had nothing whatever to do with their lives.

As though the council did not run their bins, set their parking charges, decide whether the vape shop next door could open at seven in the morning, and quietly determine, through the dark art of the local plan, whether a four-storey block of flats will rise next year on the patch of brownfield where their children currently kick a football.

I run businesses for a living, and I can tell you, as readers of this magazine will already know in their bones, that the people who shape your operating costs are not, in the main, the slick young SpAds and ambitious junior ministers preening on the Today programme.

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They are councillors. People with names like Peter, Paul and Jane, even I used to be one for over a decade. People with dreadful lanyards and, mostly, excellent intentions. They set business rates relief schemes. They grant, or refuse, your A-board, your awning, your application for a pavement licence so the punters can drink rosé in the rain.

They decide whether your high street will boast a half-decent bus service or a bewildered taxi rank flanked by three Costas and a Greggs. They sign off road closures that can cost a small retailer a fortnight’s takings in a single botched resurfacing job. They run procurement budgets through which billions are quietly dispensed every year, and from which, incidentally, your own firm could perfectly well be eating, were you ever to bother with the tendering portal.

In short, if you run a business, the council is your landlord, your regulator, your customer and your traffic warden, all rolled into one slightly damp Edwardian building with a malfunctioning lift. Ignore it at your peril.

Now. I am not going to tell you who to vote for. I have my views, strong ones, in fact, ones I will not bore you with here because, frankly, they are not the point, and you have yours. That is the splendid, frustrating, occasionally infuriating glory of the thing. You may be a lifelong Conservative who has finally had enough. You may be Labour through and through, a Lib Dem with a clipboard, a Green who cycles, a Reform man who shouts, or one of those magnificent independents who slipped in last time on a single-issue ticket about the duck pond.

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I do not care. I genuinely, profoundly, do not care. What I care about is that you put on a coat tomorrow, walk to the church hall, the primary school or the slightly dispiriting community centre, take the stubby pencil they have thoughtfully provided, and put a cross in a box.

Because here is the awkward truth: democracy is a muscle. Use it badly, use it crossly, use it with a heavy sigh and a glass of red waiting at home, but use it. Leave it in the drawer for too long and it withers, and once it has withered the people who do turn up, and they always turn up, get to decide everything for the rest of us. That is not a left-wing observation or a right-wing one. It is simply how arithmetic works in a polling station.

I am told there is a fashionable line these days, much retweeted by sixth-formers and weary executives alike, that “voting changes nothing”. To which the only sensible reply is: marvellous, then you will not object to my vote counting double. Of course it changes things. Ask any small business owner who has watched a sympathetic council slash parking charges, or an unsympathetic one slap on a workplace levy. Ask the publican facing a three a.m. licence refusal. Ask the parent whose new primary school exists because three hundred neighbours bothered to turn out one wet Thursday in May.

So. Tomorrow. Coat on, pencil up, cross in. I am not telling you who to vote for. I am telling you to vote. There is, I promise, a meaningful difference.

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Richard Alvin

Richard Alvin

Richard Alvin is a serial entrepreneur, a former advisor to the UK Government about small business and an Honorary Teaching Fellow on Business at Lancaster University.

A winner of the London Chamber of Commerce Business Person of the year and Freeman of the City of London for his services to business and charity. Richard is also Group MD of Capital Business Media and SME business research company Trends Research, regarded as one of the UK’s leading experts in the SME sector and an active angel investor and advisor to new start companies.

Richard is also the host of Save Our Business the U.S. based business advice television show.

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Disney CEO Josh D’Amaro outlines AI and content strategy in growth plan

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Josh D'Amaro named Disney CEO as Bob Iger retires from the company

New Disney CEO Josh D’Amaro outlined a new growth strategy for the entertainment giant as the company announced its quarterly results, which includes a focus on investing in content as well as technology.

D’Amaro, who succeeded former Disney CEO Bob Iger in mid-March, said in a letter to shareholders that Disney’s long-term strategy will revolve around three pillars including investing in intellectual property and creativity, reaching and engaging more consumers around the world, and using advanced technologies like artificial intelligence (AI) to power storytelling and increase monetization.

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Disney has been undergoing a costly investment in streaming, as well as content, technology and marketing for the platforms and programs that are on them. D’Amaro said that AI and other technology will be used to boost efficiencies across the company.

“We view advanced technologies, including AI, as a meaningful long-term opportunity. We see opportunities for AI to play a role across five areas of our business: content creation and production, monetization, workforce productivity, guest and consumer experiences and enterprise operations,” D’Amaro wrote.

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Disney CEO Josh D'Amaro

Disney CEO Josh D’Amaro outlined the growth strategy for the entertainment giant in a letter to shareholders. (Aurore Marechal/Getty Images)

“At the same time, we are committed to implementing AI in a way that keeps human creativity at the center of everything we do and respects creators and the value of our intellectual property,” he explained, noting that the company won’t proceed with a planned investment in OpenAI after it shut down its Sora platform. D’Amaro added that Disney continues to explore opportunities to work with OpenAI and other firms.

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D’Amaro noted that revenue growth in its subscription video on demand category, which includes streaming platforms, reached double-digits for the first time in the latest quarter. He said the gains were driven by last year’s rate adjustments and volume growth through international wholesale agreements, and Disney is now targeting at least 10% growth for the full year.

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Ticker Security Last Change Change %
DIS THE WALT DISNEY CO. 107.06 +6.55 +6.52%

“There is no single initiative that will fully optimize our streaming business on its own. Rather, we believe the compounding benefits of many incremental improvements over time will increase engagement and improve retention,” D’Amaro wrote.

Disney launched Verts on Disney+ in March to boost discoverability and drive more interaction among platform users, which D’Amaro said is an ongoing effort that may lead to variability in results between quarters but has the company “encouraged by the momentum we see.”

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Disney headquarters

Disney is continuing to invest in streaming platforms. (AaronP/Bauer-Griffin/GC Images)

He added that ESPN is early in the process of monetizing its direct-to-consumer offerings, and that the sports network is viewed as a “meaningful opportunity over time as we expand both the content offering and the consumer proposition for the ESPN Unlimited plan.”

The shareholder letter cited “Zootopia 2” as an example of intellectual property that generates value across distribution platforms. 

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D’Amaro said the movie generated $1.9 billion in global box office, while the franchise passed 1 billion hours streamed on the Disney+ streaming service and is driving engagement at theme parks, cruise ships and retail.

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