The School of Coding & AI (SoC) has taken a massive step in its bid to announce itself on the global stage.

The United Kingdom-based artificial intelligence (AI) provider and coding education firm is moving ahead with plans to build a £3 million facility in Dubai. This move is a reflection of the Middle East’s digital ambitions and the international demand for advanced technical skills.

SoC is a respected industry-focused education provider in Britain and will open its first Middle East base in Dubai Media City. Its programmes will prepare people for careers in AI, computer science, and other digital innovation fields.

SoC Forges Ahead with Bold Middle East Plans

Founded in 2017 and headquartered in the Midlands, SoC has grown in stature in the UK, recently opening a Birmingham campus in partnership with the University of Wolverhampton.

That facility has a great blend of traditional academic subjects, such as computer science and business management, with AI-powered learning tools, embedding new technologies in its curriculum.

Expanding into Dubai is a major step for the institution, strategically and geographically. They will upskill 2,000 people through flexible training, giving them a pathway into technical careers and specialised digital industries.

The UK’s Department for Business and Trade is supporting the initiative, providing market insight, trade support and strategic guidance to help the organisation make headway into the UAE’s competitive technology sector.

Chief executive and founder Manny Athwal believes this is an exciting next step in the journey to become a global player in AI and computer science education.

The United Arab Emirates (UAE) is one of the most aggressive investors in advanced digital infrastructure, having spent over $148 billion on AI development domestically and internationally since 2024.

The country is looking to wean itself off its reliance on hydrocarbons after decades and focus more on digital industries, generating a massive demand for skilled professionals.

Dubai’s reputation as a hub for tech and business has also made it attractive to international training providers. Media City, where the new campus is based, is already home to an ecosystem of media companies, technology firms, start-ups and creative agencies.

The newly regulated UAE iGaming industry will benefit. Operators of the best Arab casinos online require skilled technology staff behind the scenes.

Many of the platforms featured on the https://haz-tayeb.com/en/ comparison platform use AI and other advanced tech for compliance, cybersecurity, customer support and responsible gaming.

AI can be deployed to monitor player behaviour and flag suspicious activities in real time.

The industry needs more data scientists, machine learning engineers, blockchain developers and cybersecurity specialists. Training institutes that can produce professionals with these skill sets will play a key role in the sector’s sustainable expansion.

Tech Opportunities Abound in the Middle East

SoC’s leadership believes the Gulf is a unique environment for developing world-class tech talents. They recently participated in a UK government-led trade mission to the UAE, connecting British education and tech providers with senior stakeholders in Dubai’s economic development and innovation ecosystem.

Athwal also paid a visit to Saudi Arabia, taking part in a parallel education investment initiative that shows the school views the Gulf Cooperation Council (GCC) as a key long-term growth market.

This calculated foray into Dubai has been in the pipeline for some time. SoC has been expanding gradually. Just last year, it unveiled a £2.5m advanced technology laboratory at its Birmingham campus.

This has facilities for game design, podcast production, in-house research and experimental AI applications, including interactive virtual avatars.

The company also refurbished its Wolverhampton headquarters as it gained national recognition, with Athwal hailed as one of the UK’s most ambitious business leaders.

UK officials view the expansion as an exercise that strengthens the educational and technological ties between Britain and the UAE.

The UK government has turned to international education exports as part of its overarching industrial strategy, pinpointing AI and digital skills as areas ripe for global partnership.

SoC’s Dubai campus reiterates the UK as a destination for top-notch technical education while supporting economic ties. The organisation’s programmes prepare participants with project-focused learning, exposing them to real-world challenges.

Facebook ads management often sounds easier than it is. Many businesses expect quick wins once ads go live. Pick an audience. Write an ad. Set a budget. Results should follow. After all, Facebook is one of the top three ROI drivers among marketers, according to a 2025 report.

That idea causes trouble fast. Campaigns start strong, then stall. Costs rise. Leads slow down. The problem usually isn’t the platform. It’s how the ads are managed. The mistakes below show up again and again, especially in growing ad accounts.

Treating Facebook Ads as “Set It and Forget It”

Launching a campaign is only the first step. Performance changes once ads hit real users.

Audiences get tired. Competition shifts. Costs move. When campaigns go unchecked, ad spend keeps flowing even after results dip. Small issues turn into bigger ones simply because no one steps in early. Consistent review keeps problems contained before they affect the entire ad account.

Weak Target Audience Definition

Targeting choices shape every part of a campaign. When the audience is off, everything else struggles.

Broad targeting looks safe at first. Reach increases. Clicks follow. Still, the conversion rate stays low. That usually happens when interest-based targeting is used without signals tied to real intent.

Custom Audiences vs. Lookalike Audiences

Custom audiences often perform better because they come from real engagement. Past visitors, email lists, and prior leads already know the brand. Lookalike audiences can scale results, but only when the source audience reflects quality users. Weak source data leads to a weak scale.

Choosing the Wrong Campaign Objectives

Campaign objectives guide how Facebook delivers ads. When the goal is off, delivery follows the wrong path.

Traffic campaigns push clicks. Lead generation campaigns push form fills. Neither guarantees strong outcomes on its own. Many teams choose objectives based on surface-level numbers instead of downstream results. Platform data shows that campaigns optimized for conversions often drive stronger business outcomes, even with fewer clicks.

When this gap shows up, it’s usually because no one is pressure-testing the strategy from end to end. Campaigns are launched, but the structure, goals, and signals don’t line up.

This is often where businesses start looking for outside perspective, especially from teams that focus on fixing setup and performance issues rather than just running ads.

Agencies like Adacted work in this space by helping brands clean up targeting, objectives, and campaign structure before scaling spend.

Focusing on Ad Creative Too Late

Creative problems rarely exist on their own. They usually trace back to planning gaps.

Ads perform better when the creative supports a clear offer from the start. When visuals and copy come last, messaging feels generic. The ad may look fine, but fail to connect with the right audience.

Ad Copy and Visuals That Don’t Match the Offer

Message gaps hurt performance quickly. When ads promise one thing, and the landing page delivers another, users leave. Industry research shows that moving page load time from one second to three seconds raises bounce rates by about 50%. Slow pages paired with mixed messaging make lead generation harder, even with strong targeting.

Ignoring A/B Testing or Doing It Incorrectly

Testing helps teams learn what actually works. Many tests fail because they lack focus.

Facebook supports A/B testing inside Ads Manager. Trouble starts when too many variables change at once. Results become unclear, and decisions turn into guesses.

Common A/B Testing Errors

• Changing multiple variables in one test
• Ending tests before enough data builds
• Judging winners based on clicks alone

Clean tests lead to clean decisions. Poor tests lead to repeated mistakes.

Poor Ad Placement Decisions

Placements influence cost, attention, and intent. Automatic placements can work, but only when reviewed.

Some placements drive views without meaningful action. Others perform better for awareness than lead generation. When placement data goes unchecked, low-value inventory stays active. Manual ad placement often helps when budgets tighten or results vary by device.

Mismanaging the Ad Account Structure

Account structure affects how easily campaigns can scale. Messy accounts slow progress.

Clear campaigns focus on one goal. Each ad set tests one audience or strategy. Mixing multiple goals inside the same campaign blurs performance data and complicates optimization.

Budget Issues at the Ad Set Level

Thin budgets limit delivery. Scaling ad spend too early creates unstable results. Strong ad accounts give winning ad sets room to perform instead of spreading the budget across too many ideas. This is a crucial consideration, considering the fact that Facebook ad costs jump 21% last year.

Sending Traffic to the Wrong Landing Page

Where users land matters as much as the ad itself.

Many campaigns send traffic to a Facebook page or homepage. These destinations rarely support focused actions.Dedicated landing pages convert better because they remove distractions and guide users toward one step.

Industry benchmarks show that the average Facebook ad click-through rate across industries stays at around 1.57%. Each click has a cost, and weak landing pages burn that spend quickly.

Watching the Wrong Performance Metrics

Metrics guide decisions only when they reflect real goals.

Clicks and impressions show activity, not results. Strong Facebook ads management focuses on cost per lead, conversion rate, and lead quality over time. Context matters. A higher cost per lead can still work if close rates improve later.

Fix the Basics Before Scaling

Most Facebook ad problems don’t come from the platform itself. They come from a rushed setup and uneven follow-through. Businesses that treat Facebook ads management as an ongoing process see steadier performance, clearer data, and fewer surprises as campaigns grow.

Careers do not always follow a straight line. For Gabriel Bond Kunu, progress came from learning to build systems that leveraged his strengths rather than working against them. Over time, that approach shaped a stable professional life across healthcare services, digital work, and independent creative production.

Today, Gabriel works remotely in healthcare communications while maintaining parallel work in music and digital operations. His career reflects discipline, adaptability, and long-term thinking rather than quick wins.

Early Life and the Role of Structure

Gabriel Bond Kunu was born in Fairfax, Virginia. From an early age, communication did not come easily to him. Social situations were difficult, and school environments were often isolating. Music became his first reliable structure.

“I started playing on my dad’s electric piano when I was around six,” Gabriel says. “I didn’t really talk much, but I could make sounds.”

He was drawn to disco and rhythm-based music for their order and repetition. Those early experiments were not about performance or recognition. They were about control and understanding. Music gave him a system where rules made sense.

School remained challenging. Gabriel experienced bullying and social pressure, but he chose not to change himself to fit in. “I kept my style,” he says. “I stayed true to myself even when it made me stand out.”

That consistency would later translate into his professional approach.

Education and Choosing Practical Skills

Gabriel graduated from PACE West in Gainesville, Virginia. His education path was not traditional, but it was intentional. He attended Northern Virginia Community College to study science before leaving, then later earned a business degree from South Hills State College.

“I realized I needed skills I could actually use in the real world,” Gabriel explains. “Business helped me understand how things operate.”

Instead of focusing on theory, he focused on process, structure, and accountability. That mindset helped him shift from survival mode into long-term planning.

Entering Healthcare and Remote Work

Gabriel currently works remotely as a call representative supporting healthcare providers. His responsibilities include contacting patients, scheduling appointments, and helping with medication reminders.

“I work from home because of social anxiety,” he says. “But that also means I have to be very disciplined.”

Remote work required consistency without supervision. Clear schedules. Reliable output. Strong communication. “You have to manage yourself,” Gabriel adds. “If you don’t show up, nothing moves.”

This environment rewarded dependability rather than personality, which suited him well.

Expanding Into Digital Operations

Alongside healthcare work, Gabriel developed skills in website building and digital advertising. He learned by observing others and testing systems himself.

“I saw people doing it successfully,” he says. “So I broke it down and learned it piece by piece.”

He approaches digital work with the same mindset he brings to music: understand the system, identify its parts, and make it work efficiently. This ability to move between creative and technical spaces allows him to operate across industries without friction.

Music as a Parallel Career Path

Music remains central to Gabriel’s identity, but he treats it with structure rather than pressure. His sound blends goth disco, funk, vaporwave, and ambient elements.

“My music feels like walking through an abandoned mall that’s still open,” he says. “There’s memory in it. There’s space.”

He performs at small venues and art galleries and releases music independently. There is no rush for validation. “I don’t measure success the usual way,” Gabriel says. “My success is internal.”

That philosophy protects both his creative and professional life. It allows steady output without burnout.

Technical Curiosity and Problem Solving

Gabriel is deeply interested in how systems work. He often takes apart synthesizers to study oscillators, resistors, and capacitors.

“If I understand the parts, I trust the whole,” he says.

This curiosity carries into his professional work. Call workflows. Websites. Digital platforms. He approaches each as a system that can be improved.

Creative on the surface, methodical underneath.

Leadership Through Consistency

Gabriel Bond Kunu

does not describe himself as a leader, but his actions reflect a sense of responsibility and influence. He has volunteered with food pantries, churches, and recovery programs. He listens closely and remembers people’s stories.

“I’ve learned to ignore chaos and stay true to myself,” he says. “That’s how I move forward.”

In professional settings, he leads by being reliable. In creative spaces, by being present.

Looking Ahead With Intention

Gabriel’s future goals include continuing his business education, learning about plants and medicine, traveling, and documenting people and cultures.

“I work on one goal at a time,” he says. “But I let myself move between them.”

Gabriel Bond Kunu’s career is not built on hype or shortcuts. It is built on systems, patience, and self-trust. In an economy that often rewards noise, his approach stands out for its clarity and resilience.

Blackpool Tourism was founded to boost tourism sector collaboration

One of Blackpool’s most iconic venues is set for a major new chapter after plans were agreed to transfer its operation to Blackpool Council’s wholly owned tourism company.

In late January, the council’s Shareholder Committee approved proposals to dissolve the company that currently manages the Winter Gardens, bringing all council‐owned leisure assets under a single operator for the first time.

The Grade II listed Winter Gardens is presently run by Blackpool Entertainment Company Ltd (BECL), a wholly owned subsidiary of Blackpool Council. Under the new plans, BECL will be dissolved, with all assets and employees transferring to Blackpool Tourism Ltd (BTL).

The council says this strategic move will enable a long‐term, unified approach to managing the resort’s key tourism assets while safeguarding the heritage of one of Blackpool’s most treasured buildings.

Blackpool Tourism Limited was established in June 2025 to bring council‐owned attractions under local management, with a renewed focus on creating a sustainable economic future, increasing employment opportunities for local people and strengthening collaboration across the wider visitor economy.

Kate Shane MBE, managing director of Blackpool Tourism Limited, said: “This is an exciting and vital step for one of Blackpool’s most iconic venues.

“Bringing the Winter Gardens into Blackpool Tourism Ltd will deliver significant benefits, including a more strategic approach to event sales.

“We want to showcase Blackpool’s live entertainment to a wider audience while delivering a more efficient operation through shared resources, expertise and infrastructure.

“2026 is a landmark year for the Winter Gardens, marking 100 years of the Blackpool Dance Festival and 130 years of the Empress Ballroom. I look forward to working with the team as we build on this incredible legacy.”

Cllr Lynn Williams MBE, leader of Blackpool Council, said: “Our tourism and visitor economy supports thousands of local jobs, from working directly in attractions, to businesses being part of the supply chain or the spend that comes from large events in hotels, restaurants and bars.

“This move strengthens the way that our tourism offer is aligned, providing a better service for both locals and visitors. To create a sustainable economic future for our town, we must view Blackpool’s tourism industry as one rather than a collection of individual venues.

“Since August 2025, the Winter Gardens has been supported by the management team at Blackpool Tourism Limited. We are already seeing the benefits of that relationship and it makes perfect sense for all the council’s leisure assets to sit within one company.

“This shows we are leading by example to deliver a stronger, more resilient visitor economy and creating more opportunities for local people.”

Influencer-turned-boxer Jake Paul ignited a public disagreement with his brother Logan Paul on Sunday, Feb. 8, 2026, after posting a scathing critique of Bad Bunny’s Apple Music Super Bowl LX halftime performance, labeling the Puerto Rican superstar a “fake American citizen who publicly hates America” and urging viewers to boycott the segment by turning off their TVs.

The post, shared on X during the halftime break of the New England Patriots-Seattle Seahawks matchup at Levi’s Stadium, drew immediate backlash and prompted Logan Paul — a WWE star and fellow content creator — to respond directly, distancing himself from Jake’s comments and defending the performance’s cultural significance.

Jake Paul wrote: “Purposefully turning off the halftime show. Let’s rally together and show big corporations they can’t just do whatever they want without consequences (which equals viewership for them). You are their benefit. Realize you have power. Turn off this halftime. A fake American citizen performing who publicly hates America. I cannot support that.”

The remarks referenced ongoing conservative criticism of Bad Bunny’s selection as the first Latino solo headliner performing primarily in Spanish, with some accusing the artist of anti-American sentiment based on past lyrics or statements. Jake, who relocated to Puerto Rico in recent years partly for tax advantages, faced irony pointed out by critics noting his own ties to the U.S. territory.

Logan Paul quickly fired back on X: “I love my brother but I don’t agree with this. Puerto Ricans are Americans & I’m happy they were given the opportunity to showcase the talent that comes from the island.”

The response highlighted Puerto Rico’s status as a U.S. territory, where residents are American citizens by birth, though without full voting rights in presidential elections or full congressional representation. Logan’s statement emphasized inclusion and cultural pride, contrasting sharply with Jake’s call for a boycott framed as resistance to corporate decisions.

The exchange unfolded amid broader controversy surrounding Bad Bunny’s 13-minute set, which celebrated Puerto Rican heritage through hits like “Tití Me Preguntó,” “Yo Perreo Sola,” “Safaera” and “El Apagón.” The performance included a live wedding ceremony onstage, marketplace staging and surprise appearances by Lady Gaga (performing a Latin remix of “Die with a Smile”) and Ricky Martin (joining for “Lo Que Le Pasó a Hawaii”). Cameos from Pedro Pascal, Jessica Alba, Karol G and Cardi B added to the festive, inclusive vibe.

Bad Bunny closed with a unifying message naming countries across the Americas before declaring “God Bless America,” a gesture many interpreted as bridging divides. The show drew widespread praise for its joy, queer-positive elements and bold representation of Latino culture on one of America’s largest stages.

Jake’s pre-performance comments aligned with some conservative voices who questioned Bad Bunny’s fit for the halftime slot, citing language barriers or perceived political views. Prior to the game, Logan had given a blunt “No” when asked by Fox News Digital if he was excited for the show, though his post-show response focused on defending Puerto Rican representation rather than endorsing the boycott.

The brothers’ public split fueled online debates, with fans and commentators weighing in on family dynamics, cultural identity and entertainment choices. Some accused Jake of hypocrisy given his Puerto Rico residency, while others supported his view as a stand against corporate overreach or perceived anti-American messaging in entertainment.

The Paul brothers, known for their high-profile careers in boxing, content creation and wrestling, have occasionally clashed publicly but often collaborate on projects. This latest disagreement added a personal layer to the halftime show’s polarizing reception, with social media amplifying the exchange through memes, reaction videos and polls.

Bad Bunny’s performance itself generated massive buzz, with clips of the wedding segment, Gaga’s appearance and Martin’s cameo trending immediately. The show’s emphasis on Puerto Rican pride resonated widely, particularly among Latino audiences, while critics focused on language and representation debates.

As the Super Bowl concluded with Seattle’s 29-13 victory, the halftime controversy — amplified by the Paul brothers’ feud — continued dominating discussions. Jake has not responded directly to Logan’s post as of Monday morning, though online speculation suggested potential follow-up content or reconciliation.

The incident underscores how celebrity commentary can intersect with cultural moments like the Super Bowl halftime show, turning a celebratory performance into a flashpoint for broader conversations about identity, patriotism and entertainment in a divided era.

Walmart is expanding higher-paying pharmacy leadership roles and boosting earning potential for thousands of workers, opening new career paths that do not require a college degree.

The retail giant said it will elevate about 3,000 positions to pharmacy operations team lead roles, with average pay around $28 an hour and the potential to earn up to $42 an hour plus bonuses, depending on location.

The move is part of Walmart’s effort to strengthen staffing inside its pharmacies while creating clearer advancement opportunities for technicians already working in stores.

People wait at a pharmacy in a Walmart store that is offering COVID-19 vaccines during the pandemic. (Creative Touch Imaging Ltd./NurPhoto via Getty Images)

“Pharmacy technicians are a critical part of the healthcare journey, supporting patients, coordinating care and helping keep pharmacies running smoothly,” the company said. “The new operations team lead role creates opportunities for technicians to step into leadership, build new skills and take on greater responsibility while continuing to serve their communities.”

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Unlike many healthcare roles, Walmart said these positions – including pharmacy sales associate, pharmacy technician and operations team lead – are open to workers without a college degree. Instead, employees advance through training and certification earned on the job.

Walmart said the changes are aimed at improving patient care while also addressing workforce shortages. (Luke Sharrett/Bloomberg via Getty Images)

Since 2016, more than 22,000 Walmart associates have completed pharmacy certification programs, allowing them to move into leadership roles and higher-paying positions within the company.

Since 2016, more than 22,000 Walmart associates have completed pharmacy certification programs, according to the retailer. (George Frey/Bloomberg via Getty Images)

Walmart said the changes are aimed at improving patient care while also addressing workforce shortages in healthcare by lowering barriers to entry and advancement.

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“By increasing pay, elevating thousands of leadership roles and removing barriers to advancement, we are strengthening pharmacy teams while helping associates build meaningful careers and support healthier communities every day,” the company said.