Paramount is preparing to meet Monday with California officials with the aim of starting talks to potentially resolve the antitrust lawsuit that stands in the way of the company’s $81 billion deal to acquire rival Warner Bros. Discovery

WBD

1.13%

increase; up pointing triangle, according to people familiar with the matter.

A dozen Democratic-led states led by California Attorney General Rob Bonta sued in July to block the deal on antitrust grounds, arguing that the combination of Paramount and Warner would create too much concentration in the markets for theatrical films and cable television channels.

Canadian Prime Minister Mark Carney accused the United States on Saturday of making a last-minute “power play” by trying to restrict Canada’s ability to strike trade deals with other countries, offering new details about what he said caused negotiations between the two sides to collapse.

Carney said the U.S. introduced new demands in the final hours of negotiations involving Canada’s other trading relationships, its auto sector and protections for Canadian culture and the French language.

“The U.S. introduced at the last hours, in the last hour, efforts to restrict our ability to have other trade deals,” Carney told reporters.

Asked what he believed the U.S. was trying to accomplish, Carney responded: “It’s a power play. It’s a power play and, you know, [it] becomes a question of sovereignty.”

US-CANADA TRADE NEGOTIATIONS SUSPENDED, CARNEY VOWS DOLLAR-FOR-DOLLAR RETALIATION AGAINST TRUMP’S 50% TARIFFS

Canadian Prime Minister Mark Carney speaks Saturday during a news conference on U.S.-Canada trade negotiations. (Dave Chan/AFP via Getty Images / Getty Images)

The comments came a day after Carney suspended negotiations and ordered Canada’s trade team back to Ottawa as President Donald Trump‘s 50% tariffs on roughly $28 billion in Canadian goods took effect.

Canada said it plans to match the U.S. tariffs dollar for dollar, with Carney saying Saturday that the retaliation will target sectors including steel, dairy, appliances, agricultural equipment, pulp and paper and electronics. 

The measures will take effect the Tuesday after Labor Day on Sept. 8.

Washington has disputed Carney’s account of why the negotiations broke down.

U.S. Trade Representative Jamieson Greer said Friday that Canada declined to finalize terms agreed to earlier in the week, accusing Ottawa of making new demands and walking back previous commitments.

TRUMP PAUSES 50% TARIFFS ON CANADA HOURS BEFORE DEADLINE AFTER ANNOUNCING POTENTIAL DEAL

President Donald Trump meets with Canadian Prime Minister Mark Carney in the Oval Office at the White House, May 6, 2025, in Washington, DC. (Anna Moneymaker/Getty Images / Getty Images)

“Tonight [Friday], Canada declined to finalize the trade deal under the terms agreed earlier this week,” Greer said in a statement. “Despite the U.S. offer to Canada to receive the best treatment of any major exporter to our market, new demands and walk backs of other commitments by Canada have upended the careful balance reached in the past days.”

Greer said the U.S. offered Canada significant tariff reductions on steel, aluminum, autos and lumber, along with a broader economic and national security partnership covering digital trade, critical minerals, aerospace and export controls.

Carney offered a different account Saturday.

“In short, they asked too much, and they offered too little,” he said.

US, CANADA STRIKE DEAL TO OPEN BRIDGE LINKING DETROIT AND WINDSOR AFTER DISPUTE DELAYED LAUNCH

Autos were another major issue in the trade deal. (Lucy Nicholson/Reuters, File / Reuters Photos)

Autos were another major sticking point. Carney said the two sides disagreed over tariff levels, the treatment of Canadian content and which vehicles would be covered by a potential agreement.

He said the U.S. also continued efforts to seek changes involving Canada’s protections for its culture and the French language, which Carney said Ottawa would not accept.

The breakdown came just days after Trump paused the 50% tariffs for three days and announced that the U.S. and Canada, subject to final documentation, had reached a “DEAL!”

Carney said Saturday that the two sides had made significant progress before the negotiations unraveled.

President Donald Trump holds up a chart of “reciprocal tariffs” while speaking during a trade announcement event in the Rose Garden at the White House, April 2, 2025, in Washington, D.C. (Chip Somodevilla/Getty Images / Getty Images)

Canada is now preparing additional support for businesses affected by the tariffs, particularly small and medium-sized companies, with Carney saying the government will release details alongside its retaliatory measures.

Asked whether the latest escalation amounted to a full-scale trade war, Carney said Canada was responding to an attack.

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“We’re attacked, like you’re at war when you get attacked, we got attacked,” Carney said.

“We’ve got the reserves, we’ve got resilience, we have the plan, we get the focus, we respond, we’re going to focus on what we can control, we are going to build.”

A new business can look established from its first day, even when it has only recently started trading. Customers rarely know how long a company has existed when they first discover it, so they judge what they can see. Presentation, communication, reliability, and consistency shape that first impression.

Looking established does not mean pretending to have a longer history. It means creating an organised presence that gives customers clear reasons to trust the company.

A Consistent Identity Creates Recognition

The business name, logo, colours, contact information, and tone of voice should remain consistent across the website, social profiles, emails, invoices, and directory listings. Consistency makes a business easier to recognise. Different names, old logos, or conflicting contact details can make an organisation appear disorganised.

A Professional Domain Connects the Brand

A dedicated domain gives the company a clear digital home. It also allows the business to use email addresses connected to its own name without relying entirely on personal accounts. A short, relevant domain that resembles the business name is generally easier to remember and recognise.

A Small Website Can Still Look Complete

New businesses sometimes assume an established appearance requires a large website. In reality, a few useful pages create more confidence than many unfinished ones. Customers mainly want to understand what the business does, who it serves, and how to take the next step.

A strong first website might include a homepage, service information, an About Us page, contact details, and answers to common questions. Every page should have a clear purpose. Placeholder text, broken links, empty sections, and outdated details make even an attractive website feel neglected.

Professional Communication Builds Confidence

Customers often form opinions about a company before speaking to anyone directly. An email response, quotation, appointment confirmation, or invoice can influence whether the business feels dependable.

Messages should be clear, polite, and easy to understand. A branded email address also connects correspondence to the company identity.

Clarity Matters More Than Speed

A rapid reply is useful, but speed matters less than clarity. Customers value responses that answer their questions, explain what happens next, and set realistic expectations.

Templates can help with quotations, booking confirmations, and follow ups. They should still be adapted to the customer so communication feels personal rather than automated.

Formal Business Details Make Verification Easier

Some customers will check company information before making a purchase or signing a contract. Formal details therefore support the public-facing brand and make the business easier to verify.

Depending on the location and type of business, founders may need to consider registrations, tax requirements, licences, insurance, and an appropriate legal structure. For some entrepreneurs, completing LLC registration during the wider setup process creates a formal entity, although the legal and tax consequences depend on the jurisdiction and individual circumstances.

Accuracy matters more than appearances. A business should never claim licences, certifications, memberships, years of operation, or regulatory approvals that it does not have.

Proof Makes Business Age Less Important

A company does not need decades of history if it can show evidence that it delivers good work. Reviews, testimonials, case studies, photographs, portfolio examples, and measurable results give potential customers something concrete to evaluate.

Specific evidence is particularly persuasive. A testimonial explaining what problem was solved is more useful than a general statement saying the company was excellent. A case study describing the situation, work completed, and result can demonstrate expertise without exaggerating the business history.

New companies may not have many reviews yet. Founders can instead highlight relevant experience, sample work, qualifications, detailed processes, or educational content that demonstrates knowledge.

Reliable Processes Create a Mature Customer Experience

Established businesses feel predictable. Customers know how to contact them and what happens after a purchase.

A new company can create the same experience with simple systems. Contact forms should reach the correct inbox, appointments should be confirmed, invoices should contain accurate details, and customers should receive clear payment or delivery instructions.

Keep Public Information Current

Outdated information is one of the easiest ways to make a business look neglected. Old opening hours, discontinued services, incorrect telephone numbers, or abandoned social media accounts can create unnecessary uncertainty.

Review important public information regularly. Update the website when services change, remove expired offers, and make sure directory profiles match the main website. A smaller number of accurate profiles is better than many inactive ones.

An Established Appearance Comes From Repetition

No single logo, website feature, or registration makes a young business look established. The impression comes from many small signals working together. Customers see the same identity, receive clear communication, find accurate information, and experience reliable processes.

The goal is not to make a new company appear older than it is. It is to show that the people running it are organised, serious, and prepared to serve customers properly. Consistency makes a young business feel credible and dependable.

Dr. Irfan Atcha is a Chicago-based implant dentist whose career has been shaped by science, specialisation, and nearly three decades of clinical experience.

His interest in healthcare began while growing up around mentors in medicine and dental medicine. That influence led him to study Biochemistry at the University of Illinois, where he earned his degree in 1991. He later completed his Doctor of Dental Surgery degree at the University of Illinois College of Dentistry in 1996.

Dr. Irfan Atcha began practising in Chicago the same year. As his career developed, he became increasingly focused on patients with complex dental needs, particularly those requiring dental implants and broader forms of oral rehabilitation.

His work has included same-day dental implants, implant-supported dentures, full-arch treatment, and solutions for patients with multiple missing or failing teeth. Rather than remaining a generalist, he continued to deepen his knowledge in implant dentistry.

He earned Fellowship and Diplomate recognition through both the International Congress of Oral Implantologists and the International Dental Implant Association. His academic and professional work has also received first-place recognition at dental table clinic presentations.

Atcha’s career reflects a long-term approach to professional growth. He has continued learning as implant dentistry has changed, while keeping his focus on careful planning and durable treatment outcomes.

Beyond his clinical work, he has supported Susan G. Komen and Room to Read. He also enjoys running, fitness, and travel.

Was dentistry always the career you expected to pursue?

Healthcare was always around me in some form. I grew up in Chicago with mentors in both medicine and dental medicine, so I had an early view of what those careers involved. That had a strong influence on me.

I have said before that growing up in that environment “shaped and moulded my mindset to go into healthcare and heal people”. Dentistry eventually became the place where my interest in science and my interest in helping people could meet.

Why did you begin with a degree in biochemistry?

I was interested in understanding how things worked at a deeper level. Biochemistry gave me that scientific foundation.

I completed my Bachelor of Science at the University of Illinois in 1991. The subject taught me to think about processes, cause and effect, and how small factors can influence a much larger outcome. Those ideas have stayed relevant throughout my career.

Did research play a meaningful role in your early development?

Yes. During dental school, I worked on a table clinic presentation involving biochemistry research and received first place for that work.

What I liked about research was the discipline behind it. You cannot simply assume something will work. You study it, examine the evidence, and try to understand why a result occurs. That way of thinking has influenced how I approach clinical problems as well.

When did you realise you wanted to specialise more heavily in implant dentistry?

When I started practising in Chicago in 1996, I treated many different types of patients. Over time, I became more interested in cases where the problem was not limited to one tooth.

Some patients had several missing teeth. Others had failing teeth or needed a larger rehabilitation plan. Those situations required more planning and a wider view of the mouth as a whole. That level of complexity interested me.

What makes those cases different from more routine dental work?

You have to think several steps ahead.

A complex case may involve the bite, bone support, healing, function, and the condition of the remaining teeth. Each decision can affect another part of the treatment.

That means you cannot simply look at what needs to be done today. You also have to think about what the patient may need years from now.

How did that change the direction of your career?

It pushed me to deepen my knowledge in implant dentistry.

My work became increasingly focused on replacing missing teeth, implant-supported dentures, same-day dental implants, and full-arch approaches such as All-on-4 treatment.

What interested me was the ability to plan a larger rehabilitation rather than treating each issue separately. Implant dentistry allowed me to work on cases where several parts had to come together properly.

Why did you continue pursuing credentials after earning your DDS?

Because graduating from dental school is really the beginning of professional education, not the end.

I later earned Fellowship and Diplomate recognition through the International Congress of Oral Implantologists and the International Dental Implant Association.

Dentistry keeps changing. If you work in a specialised field, you have to keep studying new techniques, technology, and research. You also have to know when a new development is genuinely useful and when the fundamentals still matter more.

Has implant dentistry changed significantly since you started practising?

Very much so.

The technology available for diagnosis and planning has improved, and there are more treatment approaches available today than when I entered practice.

Patients have changed too. They often do a great deal of research before they visit a dentist. They come in with more questions and want to understand the reasoning behind different treatment options.

That makes communication an important part of the work.

What do you think experience adds that technology cannot replace?

Technology can give you more information, but experience helps you interpret it.

After nearly 30 years in practice, you have seen many different situations. You learn that two patients can appear to have similar problems but may need very different plans.

Experience helps you recognise those differences and think about the long-term result rather than just the immediate procedure.

You often refer to long-term success. Why is that such an important idea for you?

Because dentistry should not only be judged by what happens on treatment day.

A procedure can go well initially, but the larger question is how the result functions over time. That is why I place so much importance on long-term success with dental implants.

Good planning means thinking beyond the immediate problem and considering how the entire treatment fits together.

What has helped you maintain your focus over such a long career?

Consistency. I enjoy running and fitness, and both teach you that improvement usually comes from repeated effort. You do not reach a goal because of one good day.

I think professional development is similar. You keep learning, keep refining your approach, and keep trying to become better at what you do.

How would you describe the biggest lesson from your career so far?

I would say that expertise is built gradually. My career started with science, moved into dentistry, and then became more specialised as I gained experience. Each stage taught me something that helped with the next one.

I have been practising in Chicago since 1996, and I still believe there is more to learn. That willingness to keep developing is probably one of the most important parts of building a long career.

Online healthcare has become part of everyday life, but trust is still the difference between a useful digital service and a risky shortcut.

When people use an online pharmacy, they are not just buying convenience. They are sharing health information, asking for clinical judgement and, in some cases, being considered for prescription-only treatment.

That makes regulation and process important. A responsible online pharmacy should explain who is behind the service, how assessments are reviewed, what happens if treatment is not suitable and how patients can ask questions after they begin. The strongest services make healthcare easier to access without making it feel casual.

Why convenience needs clinical review

Speed can be helpful, especially for people balancing work, family, travel or sensitive health concerns. But healthcare is not the same as ordinary online shopping. A safe online process should include a structured assessment, checks around medical history and current medicines, and a clinician or pharmacist review before prescription treatment is supplied.

This matters across private treatment areas such as weight management, skin concerns, hair loss and erectile dysfunction. In each case, suitability depends on the person, not only the product. Sometimes the safest answer is a different treatment, more information, or advice to speak to another healthcare professional.

What patients should look for

Patients can look for simple trust signals before starting: visible pharmacy registration details, clear treatment information, transparent pricing, realistic wording and an explained review process. Claims that sound too effortless or guaranteed should be treated with caution.

Services such as LYV Pharmacy are part of a more careful model for private online healthcare, where patients can start from home while still going through assessment and clinical review.

Why trust is the real differentiator

The point is not to replace every part of healthcare with a website. Some symptoms need urgent care, NHS support or a physical examination. But when online pharmacy is regulated, transparent and clinician-led, it can give patients a calmer route into suitable private care.

For businesses watching the digital health space, the lesson is clear. Convenience may bring people to an online healthcare service, but trust is what makes them comfortable taking the next step.

Most small business owners think of a chargeback as a lost sale and a fee. That is the visible cost.

The hidden one is the ratio the card networks keep on every merchant, and the point at which a rising ratio stops being an accounting nuisance and starts threatening the ability to take card payments at all. For an SME that runs on card revenue, losing that ability is closer to an extinction event than an inconvenience.

The pressure behind those disputes is real and growing. Fraud losses on UK-issued cards reached £572.6 million in 2024, with online remote purchase fraud the main driver, according to UK Finance’s Annual Fraud Report. Each fraudulent card purchase becomes a dispute on some business’s account, and small firms with thinner defences absorb more than their share.

What a monitoring programme is

Card schemes set a ceiling on how many of your transactions can turn into chargebacks. Cross it and you are placed in a monitoring programme, which brings fines, higher processing costs, and a timeline to bring the ratio back down. Stay above the line and the endpoint is losing your merchant account, at which point you cannot accept cards until you find a new processor willing to take the risk.

The thresholds are lower than most owners expect, and they combine a percentage with an absolute number of disputes. A small business with modest transaction volume can breach the ratio on a surprisingly small number of chargebacks, because the denominator is small. Growth does not protect you here. A bad month can.

How the ratio creeps up

Ratios rarely spike from a single event. They climb quietly. A confusing billing descriptor generates a trickle of disputes from customers who do not recognise the charge. A delivery problem on a batch of orders produces a cluster of complaints. A wave of fraudulent card use lands several disputes at once. None of these feels like a crisis on its own, and together they push the ratio toward the threshold before anyone is watching it.

The businesses that get caught out are usually not careless. They simply were not tracking the one number the card networks care about, and found out they had a problem only when the processor’s warning arrived.

Staying off the list

The way to avoid a monitoring programme is to stop disputes before they count. Disputes resolved through the card networks’ own deflection tools, where an alert lets you refund before a formal chargeback is filed, are excluded from the ratio calculation entirely. Every dispute intercepted that way is one that never moves you toward the threshold.

By the time a business is formally in a chargeback monitoring programme, its options have narrowed and the clock is running. The work that keeps a company out of one is unglamorous: watch the ratio, fix the disputes you are causing yourself, and resolve the rest early enough that they never count against you. Almost every business that ends up in trouble got there without noticing. Prevention, in other words, is a good deal cheaper than the exit timeline once you are on the list.

The basics that protect the ratio

Three habits keep most SMEs clear. Use a billing descriptor that customers recognise on their statement, which removes the disputes raised purely from confusion. Keep proof of delivery and customer correspondence so genuine chargebacks can be contested. And resolve disputes at the alert stage where you can, so they never reach the ratio.

None of that requires a large team. It requires knowing the threshold exists and treating the ratio as a number worth watching rather than one you discover under pressure.

Watch the number before it watches you

For a small business, the card payment facility is not a convenience, it is the till. A monitoring programme puts that facility at risk over a metric most owners have never seen, driven by disputes that often had nothing to do with a failure on their part.

The businesses that stay safe are the ones that treat the chargeback ratio as a standing part of running the company, checked and managed, rather than a surprise that arrives in an email from the processor. Knowing the threshold is there is most of the battle.

The wider direction of travel makes the case for watching it now. Card disputes are rising across every major market, and research from Datos Insights shows both the volume and the cost of chargebacks climbing year on year as online spending grows. For a small firm, that means the pressure on the ratio will keep building whether or not the business is paying attention. The owners who come through it are the ones who decided to manage the number before it became the thing that decided their access to card payments for them.