By John Almandoz and Carlos Rey

It’s one thing to talk about corporate purpose, quite another to make it happen in a way that has real-world meaning for those at all levels of the organisation. In this article, the authors offer a framework designed to assist leaders in doing just that.

Corporate purpose has become a hotly debated topic in recent years, yet its practical implementation often lags behind the rhetoric. Defining purpose is only the starting point; the real challenge lies in living it—creating an emotional connection to a set of ideals and translating them into tangible actions and practices. Purpose is not a slogan; it is a strategic and cultural force that shapes how organisations operate and how they impact society.

This article explores purpose-driven leadership as a multidimensional concept, combining internal motivations—the intrinsic and transcendent motivations of employees—with external impact—in response to societal or environmental challenges. Drawing on insights from companies such as Unilever, Best Buy, ISS, La Fageda, Anglo American, and DaVita, we examine how leaders can embed purpose into the very fabric of their organisations—turning aspirations into reality.

Corporate Purpose Dimensions

Recent research identifies two complementary perspectives of purpose—inside-out and outside-in¹—along with three key dimensions—head, heart, and hands². Together (figure1), these lenses offer a robust framework for leading with purpose, enabling leaders to transform it from an abstract ideal into a living force that inspires people and shapes society.

Inside-Out and Outside-In Perspectives

Understanding corporate purpose begins with two complementary lenses: inside-out and outside-in. Together, these perspectives illuminate how organisations balance and integrate internal motivational alignment with the external impact that society increasingly demands.

• Inside-Out: this perspective focuses on aligning an organisation’s purpose with the values, beliefs, and aspirations of its members. When employees find personal significance in their work, they become more passionate and committed, contributing energy and creativity to organisational goals. Leaders play a critical role as “meaning-makers,” articulating a purpose rooted in core values and inspiring employees by making their impact visible—connecting daily tasks to service or a greater cause.
• Outside-In: this perspective emphasises a company’s responsibility to address broader societal and environmental challenges, such as social injustice and climate change. Leaders adopting this perspective act as “statesmen,” prioritising systemic impact, building legitimacy, and collaborating with external organisations to advance social causes.

The Three ‘H’ Dimensions of Purpose

Purpose is not one-dimensional. It comes to life through three interconnected dimensions—head, heart, and hands—that transform lofty ideals into strategy, emotion, and action.

The Head

Purpose must be clear. This dimension focuses on the rational articulation of purpose. It involves defining and clearly communicating the organisation’s reason for being, answering questions such as: What is our business for? What should our business become? The head dimension establishes a coherent vision that connects strategic objectives with societal contributions.

The Heart

Purpose must resonate emotionally, not just intellectually.

Purpose must resonate emotionally, not just intellectually. The heart dimension ensures that purpose aligns with the values and aspirations of stakeholders, creating a shared sense of meaning. Emotional engagement is cultivated through stories and narratives that bring purpose to life, inspiring genuine commitment and passion.

The Hands

Purpose must be operationalised. The hands dimension ensures that purpose is embedded in actions, decisions, and day-to-day operations. This includes aligning performance metrics, integrating purpose into incentives, and demonstrating commitment through leadership and participation in initiatives—even social movements. The hands dimension transforms purpose from an aspirational ideal into a lived reality.

The Six Key Drivers of Purpose Implementation

Purpose-driven leadership is not a one-time declaration; it is a continuous process that requires alignment across strategy, culture, and operations. Within the inside-out and outside-in perspectives—and across the dimensions of head, heart, and hands—we identify six fundamental drivers that enable organisations to lead with purpose effectively (see table 1).

1. Crafting an authentic purpose (Head–Inside-Out)

Defining and communicating a company’s purpose is the cornerstone of the inside-out approach. This involves articulating why the organisation exists and what makes it unique—not as a vague aspiration, but as a rational foundation for strategy and decision-making. A well-crafted purpose brings clarity, aligns teams, and strengthens identity.

Authenticity is critical. Purpose must resonate with the company’s values and culture, making it more than words on paper. Many organisations draw on founder motivations or internal stakeholder needs. For example, La Fageda was born from Cristóbal Colón’s vision to provide meaningful work for people with mental disabilities. Yogurt production became the means to fulfil a deeper social mission—the actual work could have been something very different— creating a strong sense of identity and shared meaning.

Similarly, Unilever, under Paul Polman, revisited its historical roots to shape a narrative that connected sustainability with its core business. DaVita engaged employees at every level to co-create and articulate its values, fostering ownership and alignment. Best Buy used executive retreats and workshops with frontline staff to define its values, which ensured broad buy-in, turning purpose into a shared commitment. Other companies may use tools such as the Ikigai framework—exploring the intersection of contribution, passion, capabilities, and financial sustainability—to help them define a purpose that inspires and endures.

2. Articulating how purpose addresses societal challenges (Head–Outside-In)

A purpose confined to internal motivations risks appearing self-centered or narrow. Increasingly, companies are redefining their purpose to address societal challenges—social, environmental, and ethical. This outside-in perspective involves engaging with systemic issues and aligning the company’s mission with broader stakeholder needs.

Unilever exemplifies this evolution. Beyond its roots in hygiene and nutrition, it championed sustainability and social equity through initiatives such as the Unilever Sustainable Living Plan, the €1 billion Climate and Nature Fund, and campaigns like #Unstereotype. Its brands integrate activism into messaging, advancing causes like climate justice and body positivity. The company’s commitment extends to ensuring living wages across its supply chain and combating modern slavery—actions that reinforce trust and legitimacy.

Other organisations, such as La Fageda and ISS, expanded their impact by supporting communities and improving working conditions. Patagonia shifted from producing outdoor gear to leading environmental activism. These efforts demonstrate that success can be measured not only by profit but by contributions to societal well-being.

3. Harmonising personal and organisational purpose (Heart–Inside-Out)

Purpose must be internalised—not just understood intellectually but felt emotionally. This inside-out “heart” dimension transforms corporate values into a shared source of motivation. When employees see how their work improves lives, engagement deepens. Motivation becomes more intrinsic and transcendent.

Best Buy’s CEO Hubert Joly reframed the company’s mission around “happiness,” inspiring employees by connecting their efforts to customer well-being. Research by Adam Grant shows that gratitude from beneficiaries significantly boosts employee commitment. Companies like ISS and DaVita reinforce this connection through storytelling, recognition rituals, and symbolic language—calling employees “teammates” or “citizens” and referring to the company as a “village.” These practices foster belonging and shared purpose.

True internalisation also requires leaders to show genuine care for employees, recognising their values and aspirations. Initiatives such as ISS’s community programs strengthen emotional bonds. Large-scale training, like Unilever’s personal purpose workshops, illustrates how embedding purpose throughout the organisation can inspire thousands and foster a vibrant, purpose-driven culture.

4. Inspiring stakeholders through purposeful brands and narratives (Heart–Outside-In)

Internal alignment is essential, but credibility depends on external legitimacy. Companies with a strong outside-in “heart” perspective inspire stakeholders by addressing societal challenges and championing meaningful causes. Leaders act as statesmen and responsible role models, setting industry standards and rallying others to create positive change.

Purpose-driven marketing connects brands with values. When companies weave their mission into slogans and campaigns, they differentiate themselves and build loyalty. Examples include Warby Parker’s “Buy a Pair, Give a Pair” initiative and Dove’s body positivity campaign, which embed social impact into brand identity. Rebranding around purpose can transform culture. DaVita, meaning “giving life,” rebranded itself and took that name to foster a community-first mindset focused on service. These narratives galvanise not only employees but also patients and their families and creates goodwill in the communities  proving that purpose can be both inspiring and commercially powerful.

5. Embedding purpose into behaviours and systems (Hands–Inside-Out)

Purpose must move beyond words and emotional connection to become actionable. The “hands” dimension ensures that purpose is integrated into core processes—recruitment, performance evaluation, promotion, and incentives. When behaviours and systems reflect values, purpose becomes a lived reality.

When behaviours and systems reflect values, purpose becomes a lived reality.

Companies operationalise purpose by equipping employees with tools and knowledge to embody values in their work. ISS conducts workshops for frontline staff, while DaVita uses recognition systems to reward values-driven behaviour. In both organisations, team-building activities connect leaders to the mission through service, reinforcing cultural alignment.

Measurable goals are essential. Leading companies like Unilever and Best Buy set ambitious targets—from sustainability milestones to employee engagement metrics. Tracking progress demonstrates commitment and builds trust among stakeholders.

6. Measuring impact and securing external validation (Hands–Outside-In)

Internal systems are vital, but self-assessment alone can lead to bias or complacency. To ensure objectivity, organisations increasingly adopt external frameworks such as ESG (environmental, social, and governance) criteria, SROI (social return on investment), and certifications like B Corp. These tools provide rigorous methods for quantifying impact and benchmarking against global standards.

External validation enhances credibility and drives continuous improvement. By integrating these frameworks into operations, companies demonstrate that their commitment to purpose is genuine, measurable, and aligned with societal expectations.

Starting from Within: Leadership at the Crossroads

Leadership stands at the crossroads of the inside-out and outside-in perspectives of organisational purpose, serving as the pivotal force that unites them. Great leaders don’t just connect with their organisation’s history and core values; they cultivate authenticity and pride among employees, building a strong, cohesive culture. This deep internal orientation, as shown in the example of La Fageda, can create lasting bonds, but risks an excessive company-centered outlook unless balanced with openness to the outside world.

Equally important is a leader’s ability to interpret and respond to the shifting expectations of society and external stakeholders. By integrating their organisations into broader social systems and engaging with groups such as unions, as demonstrated by ISS, and regulators, leaders ensure that their companies remain both legitimate and impactful beyond internal boundaries. The best leaders understand that external collaboration amplifies their organisation’s collective influence and credibility.

However, our research—based on these six cases presented in this article and over 100 companies studied across 15 years—shows an important sequence: authentic purpose-driven leadership starts from the inside-out and is reinforced by the outside-in engagement, not the other way around. True purpose isn’t imposed by outside pressures or regulatory demands. It’s first forged in a leader’s personal convictions, often rooted in the values and company history, then refined by responding to the world around them. When this sequence is followed, inside-out and outside-in perspectives reinforce each other, creating a meaningful and sustainable sense of purpose.

The six-drivers framework illustrates how purpose may spring from within, then may grow to shape the world outside, uniting personal conviction and societal impact. When leaders inspire their organisations with genuine purpose, they not only foster social change but also infuse daily work with meaning. Lasting purpose is not an external mandate; it is a journey that begins in the head, heart, and hands of leaders and radiates outward, transforming both business and society.

Cynthia Carroll’s early leadership at Anglo American shows how inside-out and outside-in purpose can be mutually reinforcing. She began with a deeply held personal conviction that every miner deserves to return home safely, which directly confronted one of the mining sector’s most entrenched societal challenges. Rejecting the industry’s fatalism about deaths, she reframed safety as a moral non-negotiable, then worked to translate this conviction into organisational purpose by building a guiding coalition of internal influencers who shared her intolerance for preventable harm and by inspiring broader stakeholders with a bold narrative of “zero harm.”

Yet she quickly discovered how difficult it was to embed this purpose into behaviours, systems, and mindsets across a vast, hierarchical, and historically divided organisation. With little external pressure for reform, Carroll deliberately activated outside-in forces by engaging the South African government, the National Union of Mineworkers, and local communities to form the Tripartite Alliance, an unprecedented partnership aimed at raising safety standards across the entire industry. She opened the company to public scrutiny, co-hosted a national safety summit, and initiated global benchmarking of best practices. The results were substantial: fatalities fell from 44 in 2006 to 17 in 2011, a 62 per cent reduction. Over time, she built mechanisms for measuring impact and securing external validation, revealing a central truth: authentic purpose can spark transformation, but operationalising it demands sustained coalition-building, systemic redesign, and the intentional mobilisation of societal actors.

About the Authors

John Almandoz, Professor of Managing People in Organizations at IESE Business School and Juan Antonio Perez López Chair, brings industry and nonprofit experience and Harvard training in organisational behaviour. He publishes on corporate purpose and societal institutions in top journals, and teaches leadership across MBA and executive programs.

Carlos Rey is founder of DPMC Foundation and Director of the Chair in Management by Missions and Corporate Governance at Universitat Internacional de Catalunya (UIC Barcelona). He is the co-author of Management by Missions, published in six languages, Purpose-Driven Organizations: management ideas for a better world, and other books and articles in leading academic journals.

References

1. Almandoz, J. (2023). “Inside-out and outside-in perspectives on corporate purpose”. Strategy science, 8(2), 139-48.

2. Rey, C., Bastons, M., & Sotok, P. (2019). Purpose-driven organizations: Management ideas for a better world. Springer Nature.

Sources to read more about these companies

1. Joly, H. (2021). The Heart of Business: Leadership Principles for the Next Era of Capitalism. Harvard Business Review Press.

2. George, W. W., Palepu, K. G., Knoop, C.-I., & Preble, M. (2013, May 23). Unilever’s Paul Polman: Developing Global Leaders (HBS Case 413-097). Harvard Business School.

3. Almandoz, J., Lee, Y.-T., & Vila, N. (2010). “A Legacy of Purpose and Achievement at ISS Spain” (IESE Case DPO-0910-E). IESE Business School.

4. Segarra, M., Ochoa, I., & Segarra, J. A. (2008). “La Fageda: An Outrageous Initiative” (IESE Case IES227-PDF-ENG). IESE Business School.

5. O’Reilly, C., Pfeffer, J., Hoyt, D., & Drabkin, D. (2014). “DaVita: A Community First, A Company Second” (Stanford GSB Case OB89). Stanford Graduate School of Business.

6. Carroll, C. (2012, June). “The CEO of Anglo American on Getting Serious About Safety”. Harvard Business Review, 90(6), pp. 43–6.

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Currency risk is no longer confined to treasury departments. It has become a strategic variable.

Structural Volatility in a Fragmented Monetary System

The global foreign exchange market remains the largest and most liquid financial market in the world. According to the Bank for International Settlements (BIS) Triennial Central Bank Survey, daily FX turnover has exceeded USD 7 trillion, reflecting both the depth and velocity of currency transactions across jurisdictions. This scale implies not only liquidity, but transmission speed: macroeconomic shocks, policy surprises, and geopolitical events propagate almost instantaneously through exchange rates.

At the same time, International Monetary Fund (IMF) research has repeatedly underscored the persistence of dominant currency pricing in global trade. A significant portion of international trade, including transactions between non-US economies, remains invoiced in US dollars. For European firms, this creates layered exposure: even when operating within the Eurozone, input costs and export revenues may be indirectly tied to dollar movements.

The result is a structurally sensitive environment in which exchange rate movements affect firms not only through direct currency mismatches, but also through global pricing channels and financial conditions.

From Monetary Divergence to Corporate Exposure

The divergence of monetary policy cycles since 2022 has intensified exchange rate variability. The European Central Bank, the Federal Reserve, and other major central banks have pursued differentiated tightening and easing paths in response to domestic inflation dynamics and growth trajectories.

IMF analyses on global financial stability have highlighted how such policy divergence amplifies capital flow volatility and exchange rate adjustments, particularly during periods of uncertainty. For European exporters and importers, even moderate currency swings can significantly alter cost structures and margin forecasts. Firms with emerging market exposure face even sharper fluctuations, often compounded by sovereign risk repricing.

What distinguishes the current phase is not volatility alone, but compression of adjustment time. Currency markets respond to forward guidance, data releases, and geopolitical developments in real time. Static, end-of-day reference points cannot fully capture this accelerated adjustment process.

Informational Latency as Strategic Risk

Traditional corporate foreign exchange management relies on periodic reporting cycles. Financial statements reference official benchmark rates; treasury functions implement hedging strategies based on predefined thresholds; pricing adjustments occur on quarterly horizons.

This framework implicitly assumes that informational delay is manageable.

Yet in a high-frequency currency environment, informational latency generates measurable distortions. Pricing decisions may incorporate outdated exchange assumptions. Hedging execution may miss short-lived volatility windows. Investor communication may reflect historical rates rather than prevailing market levels.

BIS research has emphasised that exchange rate movements can have balance sheet effects, particularly where liabilities are denominated in foreign currencies. Even in advanced economies, such balance sheet channels influence credit conditions and corporate leverage dynamics. In this context, incomplete visibility into currency movements becomes more than a technical inconvenience; it constitutes a strategic blind spot.

The Dual Imperative: Official Benchmarks and Real-Time Signals

For firms operating within the Eurozone, the European Central Bank’s reference rate remains the authoritative benchmark for accounting, regulatory reporting, and contractual standardisation. Official rates ensure coherence and comparability across jurisdictions.

However, official benchmarks are by design periodic and not continuously updated. They provide formal anchoring, not tactical immediacy.

Strategic currency management therefore requires a dual architecture: access to official ECB reference rates for compliance and reporting, combined with real-time interbank data for operational decision-making. The integration of these informational layers reduces fragmentation and enhances interpretive clarity.

An emerging ecosystem of digital platforms seeks to consolidate these elements. Solutions such as xrates.eu aggregate official ECB exchange rates alongside live interbank currency data, historical volatility charts, and conversion tools within a unified interface. The strategic contribution of such platforms lies not in facilitating speculative activity, but in reducing informational asymmetry across organisational levels.

When currency intelligence is transparent, accessible, and synchronised, it becomes embedded in procurement decisions, pricing models, and executive oversight.

Currency Intelligence as Organisational Capability

Leading firms increasingly conceptualise exchange rate monitoring as an organisational capability rather than a treasury sub-function. This shift aligns with broader evolutions in enterprise risk management, where real-time data integration supports anticipatory rather than reactive responses.

Continuous access to currency data enables dynamic budget recalibration, more precise cross-border pricing adjustments, and improved scenario modelling. It also enhances board-level understanding of foreign exposure concentration and sensitivity.

The competitive advantage derived from such capability is incremental yet compounding. Reduced margin erosion, fewer hedging mismatches, and clearer investor guidance collectively strengthen strategic resilience.

Implications for European Competitiveness

Europe’s corporate ecosystem is uniquely exposed to multi-currency complexity. Firms frequently operate across euro and non-euro jurisdictions, invoice in US dollars, and maintain supply chains spanning advanced and emerging economies.

IMF research on external sector stability suggests that exchange rate flexibility can act as a shock absorber at the macro level. At the firm level, however, flexibility translates into variability that must be actively managed.

In this context, exchange rate awareness becomes inseparable from strategic planning. It influences export competitiveness, inward investment decisions, mergers and acquisitions, and portfolio diversification strategies.

Final thoughts

Exchange rates were once treated as exogenous parameters, important but peripheral to executive deliberation. In the current global environment, they function as dynamic variables shaping corporate outcomes in real time.

For European firms navigating monetary divergence and geopolitical uncertainty, integrating authoritative benchmark data with continuous market intelligence is becoming foundational. Institutions such as the BIS and IMF have documented the systemic scale and transmission speed of currency movements. The corporate response must therefore evolve accordingly.

Exchange rate intelligence is no longer merely a technical instrument of treasury management. It is an element of strategic stability in an era defined by accelerated capital flows and structural uncertainty.

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Today’s investment environment is defined by rapid change. Exciting tech developments and financial innovations are happening at a rate faster than ever in human history, and it’s easy to see the investment appeal. But picking a winner is like betting on a horse race; it’s fraught with risk and uncertainty.  While assets such as crypto and A.I. are creating headlines, beneath the surface lies a volatile mix of ever-changing regulations, competitors, and limited historical benchmarks for assessing the risk involved.

Against this backdrop, it’s no wonder tangible assets are seeing a resurgence. Gold’s recent record highs are one example of investors seeking stable, consistent investments as a key part of their portfolios to spread risk and build resilience.  Another sector that stands out for its stability is industrial real estate, which can generate income for a portfolio.

The value of tangible assets

The core advantages of real estate, particularly industrial real estate, are its physical, utility-driven nature. Unlike digital or highly speculative assets, industrial properties underpin our economies by serving an essential function: they house goods, support manufacturing, and enable the just-in-time supply chain movements that bind countries together. This intrinsic function provides a fundamental layer of value that is less dependent on market sentiment or technological hype.

Industrial real estate also offers predictable cash flows. Long-term leases, often with built-in rent escalations, provide investors with recurring revenue that can help offset volatility elsewhere in a portfolio. While value may not surge overnight, industrial real estate assets tend to appreciate steadily, supported by durable real-world demand.

Real estate has historically served as a solid hedge against inflation. As construction costs, land values, and rents rise over time, well-located industrial assets can preserve purchasing power in ways that many financial or digital assets cannot consistently achieve.

Portfolio diversification

Adding industrial real estate to a portfolio can introduce strong diversification across asset types. While technology-driven investments may be sensitive to regulatory and political shifts or sudden market corrections, industrial real estate is influenced by different drivers, such as trade volumes, supply chain efficiency, and population growth. Importantly, these drivers can have strong historical data points to inform risk and trajectory and are far less susceptible to the political pitfalls above.

This diversification is especially valuable in periods of extreme market volatility. There is plenty of current commentary on an impending A.I. ‘bubble’ that serves as a great example of this volatility.  Income from real estate tenants can continue even when capital markets are volatile, helping to stabilise overall portfolio performance. For investors seeking to balance growth-oriented investments with defensive assets, industrial real estate can play a critical role.

Geopolitics and the strategic importance of industrial real estate 

Geopolitical shifts are increasingly shaping investment decisions, and real estate is no different. Trade tensions, supply chain disruptions, and conflicts have prompted companies to rethink where and how they produce and store goods. As much as we investors diversify to spread risk, so do businesses when making business-critical supply chain decisions. Trends such as nearshoring, reshoring, and regionalisation of supply chains have increased demand for strategically located industrial facilities.

Governments are also investing heavily in infrastructure and domestic manufacturing capacity to reduce reliance on foreign supply chains. This means higher demand for logistics hubs, warehouses, and advanced manufacturing facilities. For investors, this means industrial real estate is not only a financial asset but also a strategic one – closely tied to national economic priorities and long-term policy direction.

In periods of global uncertainty, international capital often gravitates toward stable jurisdictions that uphold the rule of law with transparent legal systems and strong property rights. Industrial real estate in these markets can benefit from increased investor demand, reinforcing its role as a store of value.

A long-term anchor

While innovation-driven assets will continue to shape the future of investing, they are best complemented by assets that offer durability, income, and real-world relevance. Industrial real estate provides this balance. It anchors portfolios with tangible value, benefits from structural economic trends, and responds to geopolitical realities in ways that purely digital or speculative assets cannot. For investors navigating an increasingly complex and volatile investment landscape, adding industrial real estate can help portfolios endure.

About the Author

Timur Tillyaev is an international investor and philanthropist. His business experience and interests span sectors including energy and renewables, finance, logistics, consumer goods, real estate, healthcare and tech. Timur is well-known as the founder of Abu Saxiy market, which he launched in 2006 and grew into the largest commercial and wholesale market in Uzbekistan before selling the business in 2017.

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Recent surveys suggest that up to 60% of UK workers now prefer some form of hybrid working. At the same time, some major companies like Google, Microsoft and Unilever have introduced formal hybrid models, with a few set days in the office and others remote. Hybrid working is now seen as a long-term way of working for many organisations.

How does hybrid working boost productivity?

One of the biggest arguments in favour of hybrid working is that many people feel more productive when working from home. Without long commutes, distractions or constant meetings, employees often find they can focus for longer periods of time. Several studies suggest that productivity has increased in hybrid settings, with some companies reporting improvements of over 20% compared with pre-pandemic levels.

Employees are also able to design their workday around their own rhythms. For example, some people do deep thinking tasks in the morning at home and save collaborative work for office days. For employers, this often results in better output with less presenteeism — people sitting at desks without producing work. Productivity gains come from better concentration, fewer disruptions and more flexible routines.

Why is office time still important for teams?

Despite the boost in productivity at home, being in the office still matters. Offices allow for spontaneous conversations, shared ideas and quicker feedback. When people sit together, they pick up cues, skills and culture simply by being around one another. This form of informal learning is hard to replicate on video calls and means the demand for office space in cities like London is still strong, especially central areas like office spaces in Soho and Kings Cross.

Companies like Apple and Amazon have emphasised the need for regular in-person collaboration. They argue that teams feel more connected when they can walk over to each other’s desks or meet in meeting rooms. Being together helps build trust, support and a sense of belonging, which can influence creativity and long-term loyalty. Many employees also say that social interaction in the office improves wellbeing and reduces feelings of isolation.

How are homes being renovated for hybrid work?

As hybrid working becomes more common, many people are redesigning their homes to suit their work needs. Spare rooms, dining tables and corners of living rooms have been transformed into workspaces. Some homeowners invest in ergonomic desks, improved lighting and better broadband to create a professional environment at home.

According to recent surveys, around 40% of home workers have made or plan to make changes to their living space to support their work and many use short term finance to facilitate this. Kitchens have been adapted to double as work areas, and lofts or conservatories are sometimes converted into offices. 

People buy sound-proofing, better chairs and technology to make working from home sustainable long term. These investments reflect a broader shift in how we think about the home — not just as a place to live, but also somewhere to work comfortably and productively.

What balance works best in hybrid working?

Finding the right balance between head-down time at home and collaborative time in the office is key. Many companies now ask employees to come in for two or three days a week, often clustered around team meetings or workshops. This gives people the best of both worlds: focused work time when they are most productive at home, and connection time when face-to-face is most valuable.

Flexibility is important, but planning is also needed. Teams that communicate well about schedules and priorities find that hybrid working strengthens both performance and culture. Employers that support good technology, clear expectations and respectful use of office time tend to see better results. With the right mix, hybrid working can be a sustainable and satisfying way of working for many people.

In summary, hybrid working is rising because it boosts productivity and gives employees freedom, while still recognising the value of office time for teamwork and learning. Homes are changing to accommodate the new work style, and the companies that find the right balance are likely to benefit from happier, more effective teams.

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Awkward moments at work are unavoidable. This article outlines seven common situations and shows how calm, clear behaviour helps you respond effectively.

There are many amazing, entertaining movies where someone can turn back time, revisit or undo a moment by saying something different. And although we understand this is fiction, we might wish sometimes that we could rewind a moment in time so we could change what we have done or said to create a better outcome.

Awkward situations aren’t easy in the moment. When they catch us off guard, stress can pull us into the situation so quickly that clarity comes only afterwards. The good news is that we can prepare ourselves for the unexpected. Here are seven awkward situations you’re likely to face at work and how to handle them.

1. Someone asks you a question and you don’t know the answer

It’s important to realize that you are a human. You can’t know everything, so be kind to yourself. Don’t be startled or try to talk your way out of it. Just kindly let the other person know you don’t know the answer or depending on the situation explain that you will look into it and provide them with an answer soon.

2. You say something and the room goes quiet.

You might have said something that lands wrong. It could be a sensitive topic you addressed or a joke that doesn’t land. You might even have had something wonderful to say but the way you delivered it was just off. A lot of people are scared by the silence in the room and might overexplain why they did what they did.

The best way is to verbalize what you’ve noticed. Don’t hide behind your discomfort and say nothing, but step up to the plate and verbalize your well observed effect. “That didn’t land as I intended.” Or: “That didn’t come out the way I meant to. My apologies.”

3. You need to give an unexpected presentation

Breathe, stay calm. Nerves will get you nowhere. Find out your audience, find out the time you have to present and give yourself some guidance with one sentence. What is it that I would like to get across if I could only say 1 line. Let that message and context guide your posture, pace and presence.

4. You have to give negative feedback

There are many effective steps to give feedback but 2 things stand out. Make sure you are specific in your feedback (don’t make it vague or with absence of facts) and give the feedback as soon as possible. A lot of people avoid the feedback for days or even weeks and sadly the longer it’s postponed, the less effective it becomes. Be specific, be kind and be helpful. Describe the behaviour and its effect and be considerate in how you say it. Make sure you focus on your non-verbal communication like eye-contact and a warm voice.

5. Someone is going on and on in a meeting

Sadly, if a chair doesn’t do what they are supposed to do we have ineffective meetings. A lot of people stay quiet when someone keeps talking. They may not interrupt or say anything out loud, but their inner voice often shows up through nonverbal communication like an eye roll, a raised eyebrow or a small smirk that gives away what they’re really thinking. The most effective step is to address it through the chair and suggest moving on in the agenda. If no one is leading, you can step in yourself. Interrupt kindly, summarise what has been said and redirect the conversation: “So if I understand you correctly, you’re suggesting we focus on X.” Then invite another voice: “Claire, what’s your take on that?” Or you say: “Sorry to interrupt but I think we are running out of time, so I suggest we move on to the next topic.”

6. You have no idea what someone means when explaining something

Many workplaces use abbreviations and terms that aren’t always explained, especially when you’re new. But even experienced colleagues often assume shared understanding when there isn’t any. It could be about terminology but also about a project or solution to a problem that’s being explained as if everyone already knows the context.

That assumption creates gaps and inefficiency. No one wants to be the person who admits they’re lost, so people nod along while quietly hoping someone else will speak up. That’s exactly why it helps to pause and ask what’s really meant. Often, others feel relieved you’ve said out loud what they were quietly wondering too and probably didn’t dare to ask.

7. Emotions happen

Whether it’s you yourself who shows some tears, or a colleague, a lot of people feel awkward when they cry. But tears are just a form of communication. If you let it happen it will pass. If you try to hold it back, it will get worse. You don’t have to apologise excessively. Just give yourself some space. If it’s you yourself, you could ask for a moment to recuperate, if it’s someone else you could ask what they need in this moment. It could be some water or a tissue but usually it’s just some time and silence. Be there for the other person and don’t try to fix things.

Conclusion

With all of these awkward moments the most important thing is to stay calm and give yourself some time to choose a strategy. The calmer you are the more chance you will have to choose behaviour that gives you an effective outcome.

The realisation that we’ve all had these moments in life might help you to see it as less awkward. Because usually awkwardness isn’t the problem. Avoidance is.

About the Author

Anne-Maartje Oud is founder and CEO of The Behaviour Company, an Amsterdam-based consultancy creating customised personal development programmes for companies and organisations worldwide. She has worked with non-profit social organisations as well as some of the world’s most prominent Fortune 500 companies. She is auto of WHAT TO DO IF…? How to Handle Any Situation at Work and Come Out Winning published by Kogan Page.

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By Gary Ashworth

Tax planning is an integral factor for entrepreneurs looking to build wealth. Here, Gary Ashworth, author of Double Up Money Mastery, outlines six high-impact strategies founders should review in 2026, from optimising spousal allowances to leveraging reliefs, pensions and ISAs, ensuring more wealth is preserved, rather than lost to unnecessary tax.

Here’s an uncomfortable truth. Efficient tax planning isn’t merely a “nice to have” that will boost your returns – it’s a critical area of your business that can either make, or cripple, long-term wealth creation.

Just as returns compound for positive growth, so do taxes – only in the wrong direction. Every unnecessary pound paid to the taxman is a pound that never gets the chance to be reinvested, multiplied, or put to work building future wealth.

For example, if £100,000 is doubled ten times over a 30-year period using a tax-efficient structure, the end result is around £102 million. Apply a 24% capital gains tax to every gain along the way, however, and that figure collapses to roughly £37 million. That’s £65 million lost purely due to poor structuring from day one. The work, the risk and the execution are identical – yet the outcome is barely a third of what it could have been.

With the above in mind, let’s take a look at six key strategies founders can review and implement immediately in 2026.

Utilise the Marriage Tax Benefit to Leverage the Power of Two Allowances

One of the simplest tax wins is also one of the most commonly ignored: making full use of both spouses’ allowances. Each individual currently has a £3,000 annual capital gains tax allowance (as of 2024–25 following recent cuts), giving couples £6,000 per year between them.

On its own, this might sound inconsequential. Over time, however, particularly across multiple investment cycles, these allowances can materially reduce the tax you pay. Assets held jointly allow both partners to repeatedly deploy their allowances year after year.

The same logic applies to dividend allowances (now £500 each) and income tax bands. By allocating income and gains sensibly between spouses, you can prevent excess amounts being pushed into higher tax brackets unnecessarily.

Year-end focus: Revisit who owns what. Strategic transfers between spouses can ensure both of you fully use your allowances this year and position yourselves more efficiently for the future.

Why Business Asset Disposal Relief is a Hidden Goldmine

Formerly known as Entrepreneurs’ Relief, Business Asset Disposal Relief offers those who qualify the chance to pay just 10% capital gains tax on the first £1 million of qualifying gains – making it one of the most valuable tax breaks available to UK founders.

Following on from the tip on Marriage Tax Benefits mentioned above, what makes Business Asset Disposal Relief even more powerful is that your spouse or partner can also claim this relief on their own £1 million if they hold qualifying assets – potentially offering £2 million of gains taxed at just 10%.

The relief applies to disposal of all or part of a business, assets used in a business you’re closing down, or shares in a trading company where you hold at least 5% and work for the company.

For many founders, this equates to a tax saving of up to £180,000 on a £1 million gain. Yet time and again, entrepreneurs miss out — often because shareholdings weren’t set up correctly early on, or because activity and ownership conditions weren’t met due to lack of forward planning.

Year-end focus: Take a close look at your ownership structure now. If an exit could be on the horizon within the next one to two years, make sure both you and your spouse hold qualifying shares and satisfy the working requirements.

Beware The Exit Tax Trap

Can catch entrepreneurs off-guard.  If you’re considering relocating to a lower-tax jurisdiction like Dubai or Portugal, the UK has exit tax rules that can trigger immediate charges.

The “temporary non-residence” rules mean if you leave the UK for less than five complete tax years and then return, you may still be liable for CGT on gains made while non-resident. In some cases, you may be deemed to have disposed of assets immediately before leaving, triggering an immediate tax charge on unrealised gains.

Why Pension Contributions Offer Powerful Instant Returns

If you’re a higher-rate taxpayer, pension contributions offer one of the best immediate returns available anywhere. You get tax relief at your marginal rate – 40% or 45% for higher earners – and the pension grows tax-free thereafter.

Most individuals can contribute up to £60,000 per year, although this tapers for very high earners. Crucially, unused allowances from the previous three tax years can often be carried forward, enabling much larger contributions in profitable years.

For founders generating substantial profits from exits or business growth, maximising pension contributions provides immediate tax relief and long-term tax-efficient growth. If you’re extracting profits from your business, running them through pension contributions can dramatically reduce your tax bill.

ISA Wrappers: Low Annual limits – Large Long-term Impact 

A £20,000 annual ISA allowance can feel trivial relative to the wealth successful entrepreneurs generate. But the real power of ISAs lies in disciplined, repeated use.

When both spouses consistently invest their full allowance over decades – for example, over 30 years – the resulting tax-free growth becomes significant. For those coming off a strong year or post-exit, ISAs provide a flexible, zero-tax wrapper for part of that capital.

Stocks and Shares ISAs work particularly well for financial market investments. Unlike pensions, you can access the money at any time without penalties, and there’s no tax on withdrawals.

Why Professional Advice is an Invaluable Long-term Investment

This lesson tends to be learned the hard – and expensive – way. Trying to save money by avoiding specialist tax advice often backfires. The rules are intricate, frequently updated, and unforgiving when applied incorrectly.

The right tax advisor, such as one who specialises in entrepreneurial structures, not just basic compliance, will typically save you ten times their fee through strategic planning you wouldn’t have thought of yourself.

As year-end approaches, what matters most isn’t just optimising this tax year, but designing a framework that works over the next five, ten, or even twenty years of wealth-building.

Thoughts before the year end

1. Schedule a tax planning meeting with a specialist advisor before the end of December.
2. Review your shareholding structure for Business Asset Disposal Relief qualification.
3. Calculate any unused pension allowances from the past three years
4. Maximise your ISA contributions for both spouses before 5 April
5. Plan capital disposals to utilise both spouses’ CGT allowances
6. If considering relocation, get specialist international tax advice immediately

The gap between average and exceptional wealth outcomes rarely comes from finding smarter investments. More often, it comes from keeping more of the money you make. Tax planning may not be glamorous – but it frequently determines whether you achieve true financial freedom, or continue to quietly give millions away.

About the Author 

Gary Ashworth is the author of best-selling wealth-building guide Double Up Money Mastery, founder of the DUMM Club, a serial entrepreneur, investor and one of the world’s top 0.0077% wealthiest individuals.

The post Six Tax-Efficient Strategies to Review this Year appeared first on The European Business Review.

Data enhancement isn’t just about cleaning up spreadsheets (though that’s part of it). It’s about enriching your existing data with additional, accurate information that helps you understand your customers better, make smarter decisions, and ultimately grow your business.

Whether you’re a small local shop or a multinational corporation, the benefits of data enhancement can revolutionise how you operate and compete in today’s market.

Getting Your Data House in Order

Before diving into the exciting benefits, let’s talk about what data enhancement actually involves. Think of it as giving your data a complete makeover – not just a quick tidy-up, but a comprehensive transformation that addresses every aspect of data quality.

Cleaning Up the Mess

The first step in data enhancement is data cleansing. This involves identifying and correcting errors, removing duplicates, and filling in missing information. For instance, if your customer database shows “Jon Smith” in one entry and “John Smith” in another with the same address, data enhancement tools can spot this duplication and merge the records appropriately.

Data cleansing also tackles formatting inconsistencies. You might have phone numbers stored as “020 7946 0958”, “+44 20 7946 0958”, or “(020) 7946-0958” – all referring to the same number but in different formats. Data enhancement standardises these entries, making your database more professional and easier to work with.

Adding Value Through Enrichment

Beyond cleaning, data enhancement enriches your existing records with additional information. This might include demographic data, company information, social media profiles, or purchasing behaviour patterns. For example, if you only have a customer’s name and email address, data enhancement can add their job title, company size, industry sector, and even their likelihood to purchase certain products.

Making Smarter Business Decisions

One of the most significant benefits of data enhancement is how it improves your decision-making capabilities. When your data is accurate, complete, and enriched with relevant information, you can make choices based on facts rather than gut feelings.

Understanding Your Customer Base

Enhanced data provides a clearer picture of who your customers really are. Instead of guessing about their preferences, you can analyse their actual behaviour patterns, demographic characteristics, and purchasing history. This knowledge helps you tailor your products, services, and marketing messages to meet their specific needs.

For example, a clothing retailer might discover through data enhancement that their most profitable customers are working mothers aged 35-45 who shop online during lunch breaks. This insight could lead to targeted marketing campaigns, specific product lines, or even adjusted website functionality to cater to quick, efficient shopping experiences.

Identifying Market Opportunities

Enhanced data often reveals opportunities you never knew existed. By analysing enriched customer information, you might discover untapped market segments, identify cross-selling opportunities, or spot trends before your competitors do.

Consider a B2B software company that enhances its customer data and discovers that small accounting firms in specific geographic areas show remarkably high engagement rates with their product. This insight could lead to targeted expansion strategies, partnerships with accounting associations, or specialised features for this market segment.

Boosting Your Marketing Effectiveness

Marketing without proper data is like trying to hit a target while blindfolded. Data enhancement removes that blindfold and hands you a precision instrument instead of a scatter gun approach.

Targeted Campaigns That Actually Work

Enhanced data allows you to create highly targeted marketing campaigns that speak directly to specific customer segments. Instead of sending the same generic email to everyone on your list, you can craft personalised messages that address individual needs, preferences, and pain points.

This personalisation goes beyond just inserting someone’s name into an email. With enhanced data, you can reference their industry challenges, suggest products based on their company size, or offer solutions that align with their demonstrated interests. The result? Higher open rates, better click-through rates, and more conversions.

Reducing Marketing Waste

When your data is accurate and enhanced, you stop wasting money on marketing to people who aren’t interested, can’t afford your products, or don’t fit your ideal customer profile. You also avoid the embarrassment and cost of sending marketing materials to incorrect addresses or outdated contact information.

A manufacturing company might use data enhancement to identify which of their contacts have decision-making authority for purchasing equipment. Rather than sending expensive printed catalogues to junior employees who can’t influence buying decisions, they can focus their marketing budget on reaching the actual decision-makers.

Improving Customer Service and Satisfaction

Nothing frustrates customers more than having to repeat their information every time they contact your business. Data enhancement helps create a seamless customer experience by ensuring your team has access to complete, up-to-date customer information.

Creating Seamless Interactions

When a customer calls your support team, enhanced data means your representatives can immediately see their purchase history, previous interactions, preferences, and any ongoing issues. This context allows for more personalised, efficient service that makes customers feel valued and understood.

Imagine calling a telecoms company about a billing issue, and instead of being transferred between departments while explaining your problem repeatedly, the first person you speak to already knows your account history, understands your service package, and can resolve your issue quickly. That’s the power of enhanced data in action.

Anticipating Customer Needs

Enhanced data doesn’t just help you react to customer needs – it helps you anticipate them. By analysing patterns in your enriched customer data, you can identify when customers might need support, when they’re likely to make additional purchases, or when they might be at risk of churning.

A software company might notice through their enhanced data that customers who haven’t logged in for 30 days are 70% more likely to cancel their subscription. This insight allows them to proactively reach out with helpful resources, training offers, or check-in calls to re-engage these at-risk customers.

Gaining a Competitive Edge

In today’s competitive business environment, the companies that make the best use of their data often come out on top. Data enhancement provides several competitive advantages that can set your business apart.

Faster Response to Market Changes

Enhanced data helps you spot trends and changes in customer behaviour more quickly than competitors working with incomplete or outdated information. This early warning system allows you to adjust your strategies, launch new products, or modify your services before the competition even realises change is needed.

Better Resource Allocation

When you understand your customers better through enhanced data, you can allocate your resources more effectively. You’ll know which marketing channels provide the best return on investment, which product lines deserve more development attention, and which customer segments are worth prioritising.

Ensuring Compliance and Risk Management

Data enhancement also plays a crucial role in helping businesses meet regulatory requirements and manage risks. With regulations like GDPR requiring businesses to maintain accurate customer data and respect privacy preferences, enhanced data systems help ensure compliance while reducing legal risks.

Maintaining Data Accuracy for Compliance

Many regulations require businesses to keep accurate, up-to-date customer information. Data enhancement processes help maintain this accuracy automatically, reducing the risk of compliance violations and the associated penalties.

Managing Business Risks

Enhanced data helps identify potential risks before they become major problems. This might include identifying customers with payment difficulties, spotting unusual patterns that could indicate fraud, or recognising when key business relationships might be at risk.

The Road Ahead

Data enhancement isn’t a one-time fix – it’s an ongoing process that should evolve with your business. As you grow, enter new markets, or launch new products, your data enhancement strategy should adapt to support these changes.

The businesses that embrace data enhancement today are positioning themselves for success in an increasingly data-driven world. They’re making better decisions, serving customers more effectively, and operating more efficiently than their competitors.

Your data is one of your most valuable business assets, but only if it’s accurate, complete, and actionable. Data enhancement transforms raw information into strategic advantage, helping you build stronger customer relationships, make smarter decisions, and drive sustainable growth. The question isn’t whether you can afford to invest in data enhancement – it’s whether you can afford not to.

The post How Data Enhancement Can Transform Your Business Operations and Bottom Line appeared first on The European Business Review.

When done properly, B2B email lists can become your business’s secret weapon for sustainable growth. They’re not just collections of email addresses; they’re bridges that connect you directly to decision-makers who need exactly what you’re offering. Whether you’re a startup looking to make your mark or an established company aiming to expand into new markets, understanding how to leverage B2B email lists effectively can transform your entire approach to business development.

In this comprehensive guide, we’ll walk you through everything you need to know about using B2B email lists to fuel your business growth, from building quality lists to crafting campaigns that actually get results.

Understanding What Makes B2B Email Lists Different

Before diving into the tactics, it’s crucial to understand what sets B2B email lists apart from their B2C counterparts. When you’re marketing to businesses, you’re not just reaching out to individuals – you’re connecting with professionals who are evaluating solutions during work hours, often as part of a team decision-making process.

B2B email lists contain contact information for business professionals, including their work email addresses, job titles, company names, and industry classifications. These lists are specifically designed to help you reach decision-makers, influencers, and stakeholders within organisations that could benefit from your products or services.

The key difference lies in the mindset of your recipients. Business professionals are looking for solutions that can help their companies succeed, improve efficiency, or solve specific problems. They’re willing to invest time in learning about offerings that could genuinely benefit their organisation, but they also have higher expectations for relevance and professionalism.

Building Your Foundation with Quality B2B Email Lists

Starting with Your Existing Network

The most valuable B2B email lists often begin with the contacts you already have. Start by examining your current customer base, past clients, business partners, and professional connections. These individuals have already shown interest in your business or industry, making them more likely to engage with your communications.

Create a comprehensive audit of your existing contacts by gathering information from various sources within your organisation. Check your CRM system, sales team records, customer service databases, and even business cards collected at networking events. Don’t overlook contacts from webinar attendees, whitepaper downloads, or social media connections.

Acquiring External B2B Email Lists

When your internal list needs expansion, purchasing B2B email lists from reputable providers can accelerate your growth. However, not all list providers are created equal. Look for companies that specialise in your industry or target market and can demonstrate the accuracy and freshness of their data.

Quality B2B email lists should include detailed information about each contact, such as:

• Job titles and seniority levels
• Company size and revenue
• Industry classifications
• Geographic locations
• Contact preferences
• Recent company news or changes

Be wary of providers offering unrealistically large lists at very low prices. These often contain outdated or inaccurate information that can damage your sender reputation and waste your marketing budget.

Growing Your Lists Organically

While purchasing lists can provide immediate access to prospects, organic list building creates the most engaged and valuable contacts. Organic growth ensures that people on your B2B email lists have shown genuine interest in your business.

Consider implementing lead magnets specifically designed for business professionals. These might include industry reports, best practice guides, templates, or tools that solve common business challenges. When someone downloads your lead magnet, they’re not just giving you their email address – they’re indicating interest in your expertise and solutions.

Segmentation Strategies That Drive Results

One of the biggest mistakes businesses make with B2B email lists is treating all contacts the same way. Effective segmentation allows you to deliver highly relevant messages that resonate with specific groups within your broader audience.

Industry-Based Segmentation

Different industries face unique challenges and use specific terminology. A marketing message that works brilliantly for technology companies might fall flat with healthcare organisations. Segment your B2B email lists by industry to ensure your messaging speaks directly to the challenges and opportunities your recipients face daily.

Company Size Segmentation

The needs of a small startup are vastly different from those of a multinational corporation. Small businesses often prioritise cost-effectiveness and ease of implementation, while larger enterprises focus on scalability, integration capabilities, and comprehensive support. Tailor your approach accordingly.

Role-Based Segmentation

Within any organisation, different roles have different priorities. Financial decision-makers care about ROI and budget implications, while technical users focus on functionality and ease of use. Operations managers prioritise efficiency and reliability. Understanding these different perspectives allows you to craft messages that address the specific concerns of each role.

Crafting Compelling Email Campaigns

Writing Subject Lines That Get Opened

Your subject line is the gateway to your email content. In the B2B world, professionals receive dozens of emails daily, so your subject line must immediately communicate value. Avoid overly promotional language and focus on the benefit or solution you’re offering.

Effective B2B subject lines often include specific numbers, pose relevant questions, or reference current industry trends. They should be long enough to convey value but short enough to display fully on mobile devices.

Creating Value-Driven Content

Once your email is opened, the content must deliver on the promise made in your subject line. B2B professionals are looking for information that helps them do their jobs better, solve problems, or identify opportunities for their businesses.

Structure your emails with clear, scannable sections. Use bullet points to highlight key benefits, include relevant case studies or testimonials, and always include a clear call to action that makes it easy for interested prospects to take the next step.

Timing Your Communications

When you send your emails can be just as important as what you send. B2B professionals typically check email during business hours, with Tuesday through Thursday often showing the highest engagement rates. However, these patterns can vary significantly by industry and region.

Test different send times with segments of your B2B email lists to identify when your specific audience is most responsive. Consider time zones if you’re targeting contacts across different geographic regions.

Measuring Success and Optimising Performance

Key Metrics That Matter

Successful B2B email marketing requires ongoing measurement and optimisation. Focus on metrics that directly correlate with business growth rather than vanity metrics that look impressive but don’t drive results.

Open rates indicate how well your subject lines resonate with your audience, while click-through rates show whether your content is compelling enough to drive action. However, don’t stop there. Track how many email recipients become qualified leads, schedule meetings, or ultimately become customers.

Continuous Testing and Improvement

The most successful businesses using B2B email lists embrace a culture of continuous testing. Test different subject line approaches, email formats, send times, and call-to-action buttons. Small improvements in performance can compound over time to deliver significant business results.

Consider testing personalisation strategies, such as including the recipient’s name, company name, or industry-specific references. Many B2B professionals respond positively to emails that demonstrate the sender has taken time to understand their specific situation.

Compliance and Best Practices

Staying Within Legal Boundaries

B2B email marketing must comply with various regulations, including GDPR in Europe and CAN-SPAM in the United States. Always provide clear opt-out mechanisms and honour unsubscribe requests promptly. Maintain detailed records of how contacts joined your B2B email lists and ensure you have appropriate legal basis for contacting them.

Maintaining List Hygiene

Regular list maintenance is essential for long-term success. Remove bounced email addresses, honour unsubscribe requests, and periodically re-engage inactive contacts. Clean B2B email lists not only improve your deliverability rates but also provide more accurate performance metrics.

Moving Forward with Confidence

Using B2B email lists effectively requires a strategic approach that combines quality data, relevant messaging, and continuous optimisation. Success doesn’t happen overnight, but businesses that commit to building genuine relationships through valuable email communications often see substantial growth in their sales pipelines and customer base.

Remember that behind every email address on your B2B email lists is a real person trying to do their job effectively. When you focus on providing genuine value and solving real business problems, email marketing becomes less about promotion and more about building meaningful business relationships.

Start by auditing your current email marketing efforts, identify areas for improvement, and gradually implement the strategies outlined in this guide. With patience and persistence, B2B email lists can become one of your most reliable sources of business growth, connecting you with the right people at the right time with exactly the solutions they need.

The post How to Transform Your Business Growth with B2B Email Lists that Actually Work appeared first on The European Business Review.

Twitter isn’t dead. Despite all the noise about threads, Blue checks, and algorithm changes, it’s still one of the fastest ways to build authority in your niche. The problem? Most people approach growth backwards—they chase followers without thinking about who’s actually behind those numbers.

I’ve watched accounts go from zero to fifty thousand followers in months. I’ve also watched accounts stall at two thousand despite posting daily for years. The difference isn’t luck or timing. It’s understanding what actually drives follows in 2025.

The Follow-Back Trap

There’s a strategy that’s been circulating since 2010: follow hundreds of people, wait for follow-backs, then unfollow and repeat. It still works—for vanity metrics. You’ll have ten thousand followers who never see your posts because they followed you out of obligation, not interest.

Twitter’s algorithm figured this out years ago. Engagement rate matters more than raw numbers. A thousand followers who reply, retweet, and click links beats ten thousand who scroll past.

What Actually Works Now

The accounts growing fastest share three traits:

First, they pick a lane and stay in it. Not “life tips and crypto and fitness and thoughts on movies.” One clear topic where they become the go-to voice. Narrow positioning beats broad appeal every time.

Second, they post when their audience is awake. Sounds obvious, but most people tweet into the void at 2 PM when their US followers are asleep. Tools like Tweet Hunter or Hypefury aren’t magic—they just automate timing that you could do manually if you paid attention.

Third, and this is where most people fail: they engage before they broadcast. Reply to bigger accounts in your niche. Add value to viral threads. Quote tweet with genuine insight, not just “great point.” Twitter still runs on reciprocity. Show up for others and some will show up for you.

The Shortcut Nobody Talks About

Here’s the uncomfortable truth: social proof works. When someone sees an account with fifty thousand followers, they assume that person knows something worth knowing. They follow faster. They engage more readily. The momentum compounds.

Building from zero to ten thousand organically is possible. I’ve seen people do it in six months of consistent, quality posting. But it’s grueling. Most quit before they get there.

That’s why some brands and creators use growth services to skip the initial slog. Services like Social Crow can get you to that critical mass where organic growth becomes self-sustaining. It’s not about faking influence—it’s about getting enough visibility that real engagement can take over.

The key is choosing a service that delivers real accounts, not bot farms that tank your engagement rate. Look for providers who explain their methodology and offer retention guarantees. Cheap followers from sketchy sources will hurt more than help.

Content That Converts

Once you have visibility, you need something worth seeing. The best-performing tweets in 2025 fall into three categories:

Contrarian takes on industry consensus. Not clickbaity—genuine disagreement backed by experience. “Everyone says X, but I’ve found the opposite” opens loops that people need to close.

Specific stories with universal lessons. “Here’s how I lost $50K on a bad hire” teaches more than “10 hiring mistakes to avoid.” Vulnerability builds trust faster than expertise alone.

Threads that deliver on their promise. The “” emoji became a punchline because so many threads were 90% fluff. If you promise seven lessons, make sure lesson seven is worth the scroll.

The Real Metric

Stop checking your follower count daily. Start checking your profile visits. Twitter shows you this number, and it’s more honest than raw followers. Profile visits mean people saw your content and wanted to know who was behind it. That’s the funnel that matters.

If your profile visits are high but your follower growth is flat, your bio or pinned tweet is the problem. Fix that before you chase more reach.

Playing the Long Game

Twitter rewards consistency over intensity. One viral tweet feels great, but twenty solid tweets over a month builds more lasting authority. The platform favors accounts that show up regularly—not necessarily daily, but predictably.

There’s no hack that replaces showing up with something worth saying. Growth services can accelerate the timeline, but they can’t fake substance. The accounts that last are the ones that would have grown anyway—they just got there faster.

Start with value. Add visibility. The followers come after.

About the Author

Claw is a growth strategist at Social Crow (socialcrow.co), helping brands and creators build engaged social media audiences.

The post How to Build a Twitter Following That Actually Engages appeared first on The European Business Review.

Why Crisis Communications Matters for Brand Survival

A brand’s reputation is built in public. Customers compare stories, employees post, and journalists watch social channels for signals. When a claim looks believable, it can trigger screenshots and reaction posts that feel like proof, even when details are still unclear. A solid Crisis Communications strategy keeps your response steady and prevents mixed messages across teams.

Poor handling quickly becomes a business problem. Conversion drops, churn rises, support costs spike, and hiring gets harder. At the center of it all is brand trust. Trust is slow to earn and fast to lose, especially when people feel ignored or misled.

• Financial risk from lost sales, refunds, and higher acquisition costs
• Trust loss when silence or deflection becomes the story
• Long term brand damage that changes how the market talks about you

Online Allegations That Turn Into Brand Crises

Not every complaint is a crisis, but some allegations are designed to spread. They touch harm, fairness, safety, or dishonesty. They also fit common narratives people already believe, such as “brands cut corners” or “companies hide the truth.” Once that narrative sticks, brand backlash can grow even if the original post is incomplete.

Common high-risk allegation types include:

• Viral customer complaints about safety, service, or disrespect
• Employee accusations tied to culture, discrimination, or harassment
• Data or privacy claims about leaks, tracking, or misuse
• Ethical or legal concerns such as fraud, fake reviews, or greenwashing

A practical way to assess online allegations is to separate the story from the risk. The story is what spreads. The risk is what could be true, what could cause harm, and what could trigger legal or regulatory exposure. Your public response should follow what you can confirm, not what you fear.

Crisis Communications Response Structure

When allegations hit, speed matters, but speed without discipline creates mistakes. A clear Crisis Communications framework gives teams a repeatable flow under stress and supports a crisis response plan with defined owners and approvals.

A simple response structure looks like this:

• Fact check the claim, source, and timeline using records and direct outreach
• Public acknowledgment that you are aware, take it seriously, and are reviewing facts
• Clear next steps that explain what you will do and how people can get support
• Ongoing updates on a predictable cadence, even if the update is limited

The first public message should be short and stable. Avoid personal attacks, sarcasm, and statements you cannot support. If you cannot share details yet, say that plainly, and explain what you are doing to get answers. Behind the scenes, set one internal source of truth so every team uses the same facts, wording, and timelines.

Message Tone and Channel Choice

Tone often matters as much as content. A cold response can feel like a cover-up. A defensive response can sound arrogant. Strong crisis messaging uses respect, clarity, and restraint. Respect means you do not dismiss concerns. Clarity means plain language and short sentences. Restraint means you avoid fights in comment threads.

Channel choice should match the scale and the audience. If the allegation spreads on a social platform, publish a quick acknowledgment there, then guide people to a stable statement page for updates. If the issue affects customers directly, prioritize support channels and proactive outreach. For media requests, keep a consistent statement that matches what the public sees, so there is no gap between “press talk” and “real talk.”

Brand Recovery After the Crisis

Recovery starts when attention drops, not when you post your last update. People will keep searching your brand name alongside terms linked to a social media crisis. Reputation recovery depends on proof of change, not promises. That might include fixes, refunds, new safeguards, or third-party review, depending on what happened.

Effective recovery actions often include:

• Internal review that documents root causes and decision points
• Policy or process updates that prevent repeat issues and assign ownership
• Transparent follow up that shares outcomes, fixes, and support options

This is also where communication and search visibility meet. Clear, accurate statements help searchers find verified information instead of rumors, and consistent follow-through supports brand trust repair over time.

Final Thoughts

Crisis Communications works best before a crisis begins. Preparation creates speed, and speed protects reputation. You cannot control every claim, but you can control how you respond. A clear framework, calm messaging, and visible action protect brand reputation while keeping integrity intact. This discipline builds brand resilience and makes the next high-pressure moment easier to manage.

The post Crisis Communications for Brands Under Online Fire appeared first on The European Business Review.

From experience, the stuff that seems accidental often matters the most. Clients usually overlook it. A lot of people get caught up in trying to make everything perfect or posting on a strict schedule. But to be honest, sometimes a simple video that you took forgranted can do more wonders than the ones you spent hours making. And it’s in these moments that the growth of TikTok begins to influence business decisions, even before you know it.

When Growth Starts Affecting Real Business Decisions

Growth strategies on TikTok—real ones, not the neat bullet-point versions—tend to affect businesses in ways that are hard to predict at first. One week, a creator is posting product demos to a few thousand followers, the next week a throwaway clip goes semi-viral, and suddenly customer support is drowning in DMs. Inventory planning gets weird. Website server strain. Email lists spike. And suddenly the founder is sitting there, half-excited, half-uneasy, trying to decide whether this spike is pure luck or the first sign of a much larger shift. Because what often gets ignored is that TikTok growth isn’t only about being seen more.

Because here’s the part people miss: visibility is just the start. Growth changes leverage. When a creator’s numbers jump, brand conversations shift. Agencies stop saying “maybe later.” Partnerships come with better terms. Media outlets respond faster. Even hiring gets easier because people want to work with something that feels alive online. All that from short videos filmed on a phone while standing in line for coffee.

The Shift From Personality to Operator

But there’s a quieter side to it, too. Sustained growth forces creators to become actual operators. Not just personalities. They start tracking which videos convert and which only rack up views. They think about funnels, no matter how much they hate this word. They test posting schedules, storytelling angles, and, yes, even the psychology of getting TikTok likes without sounding salesy or desperate. Only once. Any more than that and people smell it immediately.

In real projects, I’ve watched creators shift their entire business model because of what TikTok data revealed. Someone selling digital templates realizes coaching is what their audience actually responds to. A product brand finds that behind-the-scenes clips bring more purchases than glossy ads. A consultant who thought their niche was corporate teams suddenly attracts freelancers instead. TikTok doesn’t politely suggest these things. It throws them in your face with analytics screenshots and comment sections full of unsolicited feedback.

Comments as Accidental Market Research

And those comments matter more than most people think. Not the compliments. The questions. The confusion. The random “Does this work for service businesses?” from a stranger with no profile picture. Over time, that becomes market research you didn’t pay for. Messy, sure. Sometimes wrong. But often sharper than surveys.

So growth strategies in the creator economy start influencing product roadmaps, pricing structures, and even how founders talk about their own work. I’ve seen people rewrite their websites after realizing the way they speak on TikTok is what actually resonates. Long mission statements quietly replaced by blunt lines that sound like something you’d say to a friend at dinner.

The Unseen Weight of Growth

It’s messy. Nobody writes about the hard work behind the numbers. There’s this strange, insidious weight to growth on TikTok. And then you’re posting when you’re tired. Repost content that did its work, even when you don’t like to.

When a creator really commits to TikTok, it’s when it stops being a side project for him or her, and they start feeling like a tool for business. This is when everything changes.  And the truth is? That’s a lot closer to the truth than all the tidy case studies and bullet-point lists. It’s messy. It’s stressful. And it’s real.

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The role of finance has expanded far beyond bookkeeping and reporting. Today’s financial leaders are expected to act as strategic partners, risk managers, growth architects, and technology champions, all at once. Companies that fail to secure this level of expertise risk falling behind in an increasingly unforgiving marketplace.

The Expanding Role of Financial Leadership

Traditionally, finance directors and CFOs focused on budgets, forecasts, and regulatory compliance. In 2026, those responsibilities represent only a fraction of what the role demands.

Modern financial leaders are deeply embedded in business strategy. They influence pricing models, guide mergers and acquisitions, assess market expansion opportunities, and help shape organisational culture. They also play a critical role in data-driven decision-making, translating complex financial insights into actionable plans for boards and executive teams.

At the same time, finance leaders are now custodians of resilience. Supply chain disruptions, geopolitical uncertainty, and fluctuating consumer demand mean companies must be prepared for multiple scenarios. Senior finance professionals provide the analytical discipline and commercial perspective needed to build robust contingency plans.

In short, finance leadership has moved from operational support to strategic command.

Why 2026 Is a Turning Point

Several converging trends have made senior financial expertise more vital than ever.

First, capital efficiency is under intense scrutiny. Investors and lenders are demanding clearer paths to profitability and stronger governance. Organisations can no longer rely on growth alone; they must demonstrate sustainable financial performance. Experienced finance leaders bring discipline to cash management, cost optimisation, and capital allocation.

Second, regulatory pressure continues to increase across industries. From ESG reporting to data privacy and tax compliance, companies face growing administrative complexity. Navigating this landscape requires seasoned professionals who understand both the letter and spirit of evolving regulations.

Third, digital transformation has accelerated. Finance departments are adopting AI-driven analytics, automation platforms, and cloud-based systems. While these tools offer powerful advantages, they also introduce risk if poorly implemented. Senior financial leaders ensure technology investments align with business objectives and deliver measurable ROI.

Finally, workforce dynamics have shifted. Hybrid work, skills shortages, and changing employee expectations demand a more strategic approach to organisational planning. Finance leaders collaborate closely with HR and operations to align workforce investments with long-term growth goals.

The Cost of Getting It Wrong

Many businesses underestimate the consequences of inadequate financial leadership.

Poor forecasting can lead to cash flow crises. Weak governance can expose organisations to compliance failures. Reactive decision-making can result in missed market opportunities or costly acquisitions. In competitive sectors, even small financial missteps can compound quickly.

Startups and mid-sized businesses are particularly vulnerable. While they may not initially feel the need for executive-level finance expertise, rapid growth often exposes gaps in financial controls and strategic planning. Without senior guidance, scaling becomes chaotic rather than sustainable.

Conversely, organisations that invest early in experienced financial leadership tend to outperform peers in profitability, resilience, and investor confidence.

Strategic Hiring in a Competitive Talent Market

One of the biggest challenges in 2026 is finding the right financial leaders. The demand for high-calibre finance directors and CFOs continues to outpace supply, especially professionals who combine technical excellence with commercial acumen.

This is where partnering with an experienced finance director recruitment firm can make a meaningful difference. Specialist recruiters understand the nuances of senior finance roles and maintain access to passive candidates who are not actively job hunting but open to the right opportunity.

Beyond sourcing talent, these firms help businesses clarify role requirements, benchmark compensation, and assess cultural fit—critical factors when hiring at executive level.

Importantly, recruitment today is not just about filling vacancies. It’s about building leadership capability that aligns with organisational strategy.

Interim and Fractional Leadership: A Growing Trend

Another notable development in 2026 is the rise of interim and fractional finance directors. Many companies are opting for flexible leadership models, particularly during periods of transformation, fundraising, or restructuring.

Interim finance leaders bring immediate expertise without long-term commitment, making them ideal for managing transitions or special projects. Fractional arrangements allow smaller organisations to access senior-level guidance on a part-time basis, providing strategic oversight without the cost of a full-time executive.

These models enable businesses to remain agile while still benefiting from experienced financial leadership.

Once again, an experienced finance director recruitment firm like FD Capital Recruitment can help identify professionals suited to these flexible roles, ensuring continuity and quality during critical phases.

Aligning Finance Leadership with Business Outcomes

Effective financial leadership is not measured solely by technical competence. The most impactful finance directors are those who understand the broader business context.

They communicate clearly with non-financial stakeholders. They challenge assumptions while supporting innovation. They balance risk with opportunity. And they foster collaboration across departments.

In 2026, boards increasingly seek finance leaders who can act as trusted advisors—individuals who bring both analytical rigour and emotional intelligence to the table.

This alignment between finance and strategy drives better decision-making, stronger performance metrics, and improved organisational confidence.

Preparing for the Future Starts Now

Looking ahead, the pace of change shows no signs of slowing. Economic cycles will continue to fluctuate. Technology will evolve. Regulatory expectations will grow. Against this backdrop, businesses must prioritise access to senior financial leadership as part of their core growth strategy.

Waiting until challenges arise is rarely effective. Proactive investment in experienced finance professionals enables organisations to anticipate risks, seize opportunities, and build long-term value.

For companies navigating expansion, transformation, or increased complexity, working with an experienced recruitment firm** provides access to leadership talent that can make a measurable difference from day one.

Final Thoughts

In 2026, financial leadership sits at the heart of organisational success. The modern finance director is no longer confined to spreadsheets and balance sheets, they are architects of strategy, guardians of resilience, and drivers of sustainable growth.

Businesses that recognise this shift and act accordingly will be better positioned to thrive in uncertain markets. Those that overlook it may find themselves reacting to challenges rather than shaping their future.

Access to senior financial leadership is not just about filling a role. It’s about empowering your business with the insight, discipline, and strategic clarity needed to compete and win in a rapidly changing world.

The post Why Access to Senior Financial Leadership Matters More Than Ever in 2026 appeared first on The European Business Review.

This shift toward embedding speech AI within communication infrastructure reflects broader changes in how organizations think about interaction. Rather than treating customer calls or messages as logistical details, growing companies now integrate communication layers into strategic planning, viewing them as essential to reputation, responsiveness, and operational efficiency.

The changing nature of business communication

The rise of digital channels, chat, email, social messaging, and voice, has expanded the ways in which customers reach out to brands. What once was limited to business hours and in-person interactions now spans time zones, devices, and contexts. Customers compare the responsiveness of local services to worldwide platforms, and expectations have shifted accordingly.

In this landscape, the capacity to handle communication around the clock becomes not only a matter of convenience but of competitiveness. Businesses that respond promptly strengthen trust and loyalty, while those that struggle with consistency risk losing engagement. This has led many organizations to reconsider how they structure their communication infrastructure.

How speech AI reshapes expectation

Speech AI systems are designed to understand, generate, and manage voice-based interactions at scale. Unlike traditional automated phone systems with static menus, modern speech AI can interpret natural language, provide contextually relevant responses, and route inquiries efficiently. These capabilities reduce the burden on human support teams and allow organizations to offer higher levels of availability without proportional increases in staffing costs.

Research reported by Deloitte highlights how automation in customer interactions can both improve satisfaction and alleviate internal workload, particularly when it supports clear escalation paths and preserves human oversight where needed.

In such frameworks, automation does not replace human agents but enhances overall responsiveness by handling routine or predictable interactions, leaving complex or sensitive issues to skilled staff.

Infrastructure over ad hoc solutions

Many organizations begin with ad hoc communication tools: a shared inbox, a rotating phone duty, or automated voicemail. At low volumes, these approaches can suffice. But as interaction demand grows, informal methods often fail to provide consistency, oversight, or measurable accountability.

Speech AI infrastructure offers a structured alternative. By embedding standardized handling logic, routing rules, and natural language capabilities into the communication stack, businesses ensure that inquiries are captured systematically and processed predictably. This is especially relevant for companies with distributed teams, remote workers, or high inquiry seasonality.

Supporting scale without sacrificing quality

One of the primary challenges in scaling communication is maintaining quality even as volume increases. Solutions that simply increase throughput without regard for clarity, context, or escalation pathways can lead to frustration on both sides of an interaction. Modern speech AI systems attempt to balance scale with nuance, providing templates for common inquiries while recognizing when human intervention is appropriate.

For example, an inquiry about business hours can be handled automatically, while a question about billing requires contextual sensitivity and may be forwarded to a specialist. This layered approach supports operational resilience and reduces the cognitive load on human agents.

Integration with broader operational systems

Standalone communication tools have limited impact when they operate outside an organization’s broader tech ecosystem. A key advantage of advanced speech AI solutions is their ability to integrate with CRM systems, ticketing platforms, scheduling tools, and analytics dashboards. This integration ensures that information flows across organizational silos rather than residing in isolated channels.

When communication data feeds into central systems, teams gain visibility into patterns, recurring issues, and potential bottlenecks. These insights, in turn, inform decision-making in product design, service improvement, and customer experience strategies.

Balancing automation and human engagement

The adoption of speech AI does not eliminate the need for human engagement. Instead, it changes how and when human expertise is applied. Routine or predictable tasks can be handled automatically, freeing skilled staff to address unique, high-stakes, or emotionally nuanced interactions.

For businesses, this balance requires careful design. Too much automation can feel impersonal, while too little can strain resources. The most effective models are those that amplify human capacity rather than seeking to mimic it completely.

Future directions in communication infrastructure

Speech AI is part of a broader trend toward intelligent automation in business operations. As natural language capabilities improve and integration with other enterprise systems deepens, the boundary between automated and human-led communication will continue to shift. Organizations that think strategically about communication infrastructure, treating it as an ecosystem component rather than a siloed tool, are better positioned to adapt to changing expectations.

Ultimately, speech AI infrastructure supports scalable business communication by enabling responsiveness without proportional increases in staffing, embedding clarity into interactions, and linking communication with broader operational insights. In an environment where consistency and customer trust are fundamental to success, this technological layer is becoming less a luxury and more a standard component of mature organizational design.

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Interview with Jean-Philippe Doumeng of Napo Pet Insurance

Building a company from grief demands more than emotion. In this interview, Jean-Philippe Doumeng explains how personal loss became a disciplined strategy for category leadership at Napo Pet Insurance. The conversation explores empathy as an operating advantage, the systems that turn care into scale, and how high-performance cultures are built without sacrificing humanity.  

Can you share the moment or experience of personal grief that inspired you to found Napo Pet Insurance, and how it reshaped your vision for the company?

Napo started with my dog, Napoleon (“Napo”). Toward the end of his life he could not walk much, so we moved him around in a wheelbarrow. He actually loved it. When he passed away, my family and I were heartbroken, and it forced me to confront how stressful and fragmented pet care becomes when emotion is already high. 

That experience crystallised what pet insurance should be: fast, fair, and human – designed to provide clarity when people need it most. But clarity alone is not enough. We are building to win: protect pets, support their people, and help millions give their pets longer, healthier, happier lives. 

The vision is deliberate: best-in-class insurance as the foundation, then selective expansion into services that support pets through critical moments. Insurance earns trust. Trust creates the platform for what comes next. We are not interested in being a good insurance company. We are building the category leader. 

Many entrepreneurs experience setbacks or losses, but turning grief into a business mission is unique. How did you channel that personal experience into a concrete strategy for growth?  

The personal story gave direction, but strategy had to be practical. We translated grief into a clear operating goal: build the kind of insurance we would want for our own pets, fast decisions, fair pricing, and human support. Then we executed relentlessly to make it repeatable.  

We translated grief into a clear operating goal: build the kind of insurance we would want for our own pets, fast decisions, fair pricing, and human support.

We invested early and heavily in claims workflows, quality control, and data so decisions are consistent, not dependent on individual heroics. We use automation where it improves speed and fairness, and we keep humans at the centre where judgement and empathy matter. This is operational discipline, not sentiment. 

Growth then becomes a by-product of trust. When customers feel supported at the hardest moment, retention improves, referrals follow, and economics strengthen. That creates durable growth rather than growth at any cost. But make no mistake: we are scaling aggressively. The market is ours to take. Partnerships are strategic, not opportunistic. If you want to deliver ongoing value across a pet’s life, you need to collaborate with best-in-class players across pet care rather than trying to build everything yourself. We partner to move faster and capture more value, not out of necessity. 

How did that moment of personal loss change the way you approach leadership today, especially in motivating and guiding your team? 

That moment of loss made the work feel deeply real, but it also widened my perspective beyond my own experience. Everyone goes through difficult periods at different points in their lives: grief, health issues, family challenges, or simply moments where things feel heavy. Work does not exist in isolation from that reality. 

But understanding that reality does not mean lowering the bar. I wanted to build an environment where people do not have to pretend everything is fine all the time, and where there is room for honesty without compromising standards. At Napo, we aim for radical transparency: being open about challenges, supporting one another through difficult moments, and holding ourselves to uncompromising expectations.

That balance is non-negotiable. Empathy without structure becomes inconsistency. Structure without empathy becomes brittle. High-performing teams need both, but performance comes first. When people feel trusted and supported, they take ownership, make better decisions, and show up fully for customers. And when they do not perform, we address it directly.

Empathy is often seen as a ‘soft skill’ in business. How have you transformed empathy into a measurable competitive advantage at Napo Pet Insurance? 

Empathy is not soft. It is strategic. In any business that serves people at vulnerable moments, genuinely understanding someone else’s position means you can solve their problem better, faster, and more profitably than competitors. When you take that seriously, it stops being abstract and starts shaping how you build and operate a company to win. 

At Napo, empathy is designed into the operating system and measured ruthlessly: speed of resolution, clarity of communication, customer satisfaction, retention, and complaint rates. We structure claims journeys so routine cases are handled quickly and consistently, while complex cases get time, judgement, and human support. This creates competitive moats through retention and lifetime value.

It also shows up in how we build the team. We screen hard for empathy during hiring because culture compounds and mediocre culture kills velocity. We look for people who can combine judgement with care, and who understand there is no such thing as a “small” job when you are dealing with someone’s pet. Early on, my co-founder was on the phone at midnight helping an early customer through a difficult situation. That was not kindness for its own sake. It was setting the standard.

Empathy also means going the extra mile in small, deliberate ways. When a pet passes away, we send flowers. We mark puppy birthdays and adoption anniversaries. These are not marketing gestures – they are cultural reinforcement and competitive differentiation. They signal to the team and the customer that we see the pet as a family member, not a policy number. That consistency between internal culture and external experience is what creates trust at scale. And trust converts. 

As a leader, how do you model and embed empathy in your organization’s culture in a way that drives both team engagement and high performance?  

For me, it starts with a simple premise: we are all human. Startups are intense. People bring their own triggers, insecurities, and life events into work, whether they talk about them or not. If leaders pretend they are immune to that, the culture becomes performative and people stop being honest. 

Teams that feel supported make better decisions under pressure, recover faster from setbacks, and take more ownership. That is how you build a team that wins.

So I try to lead with transparency. I have been open with the team about challenges I have faced personally, including the mental strain that can come with building a company. Not for sympathy, but to normalise the reality that high performance and vulnerability can coexist. The first step in a strong culture is psychological safety: people feeling they can speak up early, ask for help, and be truthful when something is not going well.

But psychological safety is not permission for low standards. We try to build a culture where people know they have each other’s back, especially on bad days. That shows up in how we run teams, how we respond when someone struggles, and how we handle mistakes: with accountability, but without blame. Accountability is sacred. Blame is wasteful.

Empathy, in that sense, is not softness. It is resilience. And resilience drives execution. Teams that feel supported make better decisions under pressure, recover faster from setbacks, and take more ownership. That is how you build a team that wins.

When personal experiences drive business decisions, it can be both inspiring and risky. How do you balance the emotional motivations with objective business strategy? 

Emotion is the compass. Strategy is the weapon. Emotion defines what you will not compromise on: fairness, transparency, and long-term trust. Strategy is what makes it sustainable: pricing discipline, strong unit economics, and operational control. And discipline is what allows you to scale without breaking.

There are constant temptations to take shortcuts, especially in competitive markets. But shortcuts often create hidden costs later: complaints, churn, adverse selection, and reputational damage. We refuse to compete on price alone. We compete on value, and we win on execution. The balance is not emotion versus logic. It is values setting boundaries, and strategy finding the most aggressive path within them.

That is also how we think about the next phase. Expanding into services beyond insurance is not about doing everything. It is about selective moves, grounded in economics, and partnering with best-in-class operators so we can deliver more value without losing focus on the core. We move fast, but we move with intent. And when we move, we move to dominate.

What advice would you give to other leaders who are seeking to turn personal challenges into purposeful, high-impact ventures, while maintaining empathy at the core of their approach? 

Start with the real problem your experience revealed, then build systems that solve it at scale. Personal stories create conviction, but conviction does not create repeatability. Operating models do. And operating models executed relentlessly create category leaders. 

Treat empathy as an execution capability. Define how it shows up in decisions, communication, and metrics. Pair it with standards, because the most trusted organisations are both human and rigorous. Rigour without humanity is brittle. Humanity without rigour is amateur. 

Finally, resist the instinct to build everything yourself. The biggest opportunities often sit between sectors. Leaders who build partnerships well, share value fairly, and connect complementary strengths create more durable impact than those who try to control the whole stack. But be clear: you are building partnerships to accelerate, not to compensate for weakness. Partner from strength, not need. 

Executive Profile 

Jean-Philippe Doumeng is Co-Founder and CEO of Napo Pet Insurance. He founded Napo after losing his dachshund, Napoleon, determined to build a better kind of pet insurance. Driven by personal experience, Jean-Philippe focuses on fairness, care, and long-term support for pets and the people who love them. 

The post How Empathy and Discipline Are Building a New Pet Insurance Category appeared first on The European Business Review.

By Dennis M. Sponer

Breaking into U.S. healthcare demands more than smart algorithms. At CES 2026, European innovators revealed what actually drives scale, trust, and investment in the world’s toughest market. In this analysis, Dennis M. Sponer shows how AI becomes credible only when paired with governance, reimbursement fluency, and institutional readiness built for American realities.

The Consumer Electronics Show (CES) has become one of the world’s most important global showcases for healthcare innovation. What began as a consumer technology exhibition now includes a dedicated healthcare pavilion, alongside multiple national pavilions located just one floor below it, where countries showcase their most advanced technology companies. At CES 2026, there were over 40 global pavilions, including notable European pavilions like the European Innovation Council (EU) Pavilion, France (La French Tech), Germany, Italy, the Netherlands, Switzerland, Poland, and Hungary.

This physical proximity of the healthcare pavilion to the international pavilions highlights CES’s broader role as a distinctly international forum. CES is where healthcare innovation, capital, regulation, and market-entry strategy converge. This year also served as the setting for the third annual TRIUM Global Executive MBA alumni get-together focused on AI and global healthcare leadership.

AI is rapidly transforming how healthcare is delivered, diagnosed, and managed. It now sits at the heart of healthcare innovation, from clinical decision support and medical imaging to care coordination and population health analytics. However, for European healthcare companies, possessing advanced technology alone is not enough to guarantee success—especially when aiming to enter the U.S. healthcare market.

The key question has shifted from whether a company is innovative to whether that innovation can be turned into investability. This involves the ability to operate at scale, attract institutional capital, pass regulatory scrutiny, and navigate one of the most complex healthcare systems in the world. In this regard, the U.S. healthcare market remains the most attractive in the world. It has the highest healthcare spending, the most private equity and venture capital investment, and the most active environment for strategic acquisitions. Artificial intelligence has become a powerful tool for European companies seeking entry into this industry, but only when combined with strict execution, governance, and institutional knowledge.

CES as a Stress Test for Entering a Market

The Consumer Electronics Show (CES) in Las Vegas now serves as a global benchmark for this shift. It used to focus mainly on consumer gadgets and technology. Now, it’s a platform for showcasing applied AI, digital health solutions, and scalable healthcare business models. CES is no longer just about attracting attention for European healthcare companies. It is where the U.S. market’s priorities and expectations—regarding business, government, and institutions—are made clear.

At CES, new ideas and questions come together. Increasingly, investors, business purchasers, and strategic partners are asking the same questions: How does this AI product fit into the U.S. reimbursement system? Who is responsible for both clinical and legal responsibilities? How is patient data protected? Can the company grow in a way that is compliant across all jurisdictions, payers, and provider systems? Companies that directly address these questions tend to gain more business. Conversely, those that don’t often discover that technical excellence alone does not ensure readiness for the U.S. market.

From AI Capability to Alignment with Institutions

These issues repeatedly came up during CES, including the third annual TRIUM Global Executive MBA meeting, where graduates from NYU Stern, the London School of Economics, and HEC Paris discussed how AI is evolving in healthcare. A common theme emerged: AI maturity has shifted. The primary concern is no longer whether AI works but whether it aligns with reimbursement models, clinical procedures, regulatory frameworks, and corporate governance systems.

This shift is especially significant for European companies. In American healthcare, value isn’t only derived from predictive abilities or machine use. It arises when AI integrates with hospitals, insurers, employers, regulators, and capital sources. To be effective leaders, understanding how these organizations operate and influence innovation is crucial.

France: Regulated Innovation and Clinical Accountability

The French Pavilion at CES showcased a strong focus on well-managed, regulation-aware innovation. Companies like Deglace, Avatar Medical, Inside Quest, Iristia, Skwheel, Solver, Y-Brush by Biotech Dental, and Acquire To Decide (A2D) displayed AI solutions for imaging, surgical planning, diagnostics, dental care, and decision intelligence.

All these organizations emphasized the importance of being able to explain, audit, and be held accountable. French founders saw regulation not as a hurdle but as a design element. This approach aligns well with U.S. healthcare expectations, where liability, FDA compliance, and the ability to make clinical decisions are paramount. For both regulators and buyers, healthcare AI that cannot be explained or audited remains a red flag.

By embedding governance into their product design, these companies simplified buying, contracting, and regulatory review processes. This significantly contributed to their faster adoption in the U.S.

The Netherlands: Workflow Integration and Interoperability

Dutch companies demonstrated strength in system integration and workflow improvement. Interoperability has long been a focus of Dutch healthcare innovation, which was clearly on display at this year’s CES. Their solutions aimed to connect doctors, payers, employers, and patients in previously separate contexts.

OrthoFoodie exemplifies this well—it’s an AI-driven platform dedicated to personalized nutrition and metabolic health. Its relevance to the U.S. stems not only from its engagement with patients but also from potential applications in employer-sponsored insurance, value-based care, and prevention programs. In a system where employers bear a significant part of healthcare costs, platforms that leverage data to personalize care and influence behavior are increasingly attractive.

Dutch exhibitors consistently emphasized interoperability as a business need, not just a technological feature. In the U.S., where data silos impact reimbursement, utilization, and outcomes, this perspective makes investments more viable.

Italy: Engagement, Prevention, and Human-Centric AI

Italian healthcare innovators focused on AI applications that promote patient involvement, nutrition, and preventive care. Many highlighted AI’s potential to change behaviors, improve adherence, and support long-term population health—beyond just clinical decision support.

These approaches resonated with U.S. insurers, employers, and self-funded plans – all of which are constantly seeking cost savings through early intervention and prevention. When backed by trustworthy data governance and clinical validation, AI platforms focused on prevention and engagement fit well within new U.S. reimbursement models emphasizing outcomes over volume.

European health tech companies like bitCorp also actively participated in CES meetings and discussions across borders. Their engagement underscored a growing trend: more European founders view CES as an opportunity to forge U.S. alliances, secure funding, and validate markets.

Investability as the True Differentiator

A clear pattern emerged across all pavilions. Typically, U.S. investors and business clients assume that European companies have strong technical skills. What sets successful entrants apart is their level of preparation—covering corporate structure, data governance, reimbursement strategies, compliance, and leadership credibility—all from the start.

Executives emphasized that the first 6 to 12 months after entering the U.S. market are critical. Poor employment choices, weak business contracts, or non-compliant data practices can hinder scaling. Conversely, disciplined early decisions unlock advantages: faster contracting, easier fundraising, and increased strategic options.

In this context, AI plays two roles. On one hand, scalable AI systems demonstrate operational leverage, margin growth, and defensibility—elements valued by venture capital and private equity. On the other hand, AI heightens regulatory, ethical, and governance risks. Companies that proactively mitigate these risks stand out, not only technically but also through strong institutional practices.

CES as a Barometer of U.S. Market Readiness

As healthcare spending and private investment in the U.S. continue to outpace other regions, European companies will have even more motivation to prepare. While AI opens doors, success ultimately depends on disciplined leadership, institutional knowledge, and execution.

CES no longer merely highlights European healthcare innovation. It now acts as a real-time gauge of the U.S. market’s readiness, where new ideas meet the realities of size, regulation, and investment. European healthcare firms can learn valuable lessons from CES 2026: innovation sparks conversation, but market entry and revenue determine success.

About the Author

Dennis M. Sponer is a fractional general counsel and advisor to healthcare companies and venture funds through SRX Advisors. A licensed attorney, he previously founded and sold two pharmacy benefit management companies. He holds a JD, an LLM, and an MBA.

The post CES 2026 and the U.S. Healthcare Opportunity: How European Companies are Deploying AI to Scale appeared first on The European Business Review.

Yet many CMOs and Marketing Directors are experiencing a growing disconnect. They are reaching more people than ever, but real influence feels weaker. Awareness is high, while trust is fragile. Campaigns perform well on paper, but the decisions that matter most move slowly or not at all.

The core issue is simple: reach without credibility does not persuade senior leaders. In some cases, it actively undermines trust.

Senior decision-makers prioritise trust over visibility

Senior leaders are not short of content. They are overloaded with it. As a result, they filter aggressively not just for relevance, but for credibility.

When a CEO or board member encounters a brand message, the question is no longer “Have I seen this before?” It is “Do I trust this perspective?” Reach helps answer the first question, while credibility is required to answer the second. Executives approach content with scepticism and risk awareness. Over-exposure, overly polished messaging, or simplified narratives often signal marketing rather than leadership. At this level, where a message appears and how thoughtfully it is presented matters more than how widely it is distributed.

Visibility may create familiarity, but familiarity alone does not create confidence.

Credibility is established through context and judgment

Credibility cannot be claimed. It is earned through consistent, well-judged contributions in the right environments. Brands build credibility when they:

• Contribute insight in trusted editorial contexts
• Acknowledge complexity rather than promising easy solutions
• Demonstrate judgment instead of certainty

This is why a single, well-placed thought leadership article often has more impact than repeated paid amplification. The credibility of the platform and the quality of the thinking provide authority that reach alone cannot deliver. Without the right context, scale becomes noise.

Sustainable influence requires a clear hierarchy

Reach is temporary. Each campaign resets the moment spending stops. Credibility, by contrast, compounds over time. Every credible contribution reinforces the last, gradually shaping how a brand is perceived. For B2B organisations with long sales cycles, this is critical. Credibility influences decisions long before a formal buying process begins. By the time sales conversations start, trust has often already been established or lost.

Paid distribution still plays a role, but only when it supports credibility rather than trying to substitute for it. In an environment defined by noise and abundance, influence is not built by being everywhere. It is built by being trusted in the right places.

The post Why Reach Without Credibility is a Dead End in B2B Marketing appeared first on The European Business Review.

On January 23, the Bank of Japan kept rates unchanged with an 8-to-1 vote. Governor Kazuo Ueda reiterated the possibility of future rate hikes in case economic projections materialize and the labor market continues to show positive signals. However, political pressure ahead of the snap elections on February 8 has favored a more accommodative policy, hence the decision to keep rates unchanged for now.

The yen’s extreme weakness stems from a series of factors that have created an uncertain landscape. A BOJ reluctant to raise rates while simultaneously launching an expansionary fiscal plan worth ¥21.3 trillion, including a temporary suspension of the 8% consumption tax on food products. Considering the country’s economic context, with a debt-to-GDP ratio exceeding 260% and a failed 20-year bond auction on January 20, serious doubts arise about Japanese fiscal sustainability. It is on these doubts that a sell-off in the bond market has erupted in recent days, with JGB yields reaching critical levels: the 10-year hit 2.38%, the highest since 1999, while the 40-year yield surpassed 4.20% for the first time. The 30-year stands at 3.63%.

If the yen continues to depreciate, Japanese authorities would be forced to intervene, as already happened in 2022 and 2024. Finance Minister Satsuki Katayama stated on January 16 that Japan has “free hands” to address excessive currency movements, while on January 23, the Federal Reserve Bank of New York conducted rate checks on USD/JPY, a signal typically interpreted as a prelude to possible interventions.

As some analysts hypothesize, the intervention could be carried out jointly with the United States (as already happened in 2011). In this case, the effectiveness could be greater, having a stronger psychological impact on investors. Usually, interventions by authorities on currency control have never yielded extraordinary results, except in the very short term. Looking back at the 2022 and 2024 interventions, the effects were only temporary because, as in today’s case, the yen was not “out of line” with fundamentals, or at least not excessively so. Current USD/JPY forecasts based on interest rate differentials would suggest levels between 148-152; the market is pricing instead around 154-160, reflecting expectations of expansionary fiscal policy and low rates.

At the moment, the exchange rate is at a crucial point and in a compression phase, trapped as we said by contrasting forces: a gradual monetary normalization by the BOJ and an expansionary fiscal stimulus, raising concerns about debt sustainability. The downward pressure remains strong, and as things stand, there are no prospects on the horizon for a strong revaluation (and therefore a collapse in the USD/JPY exchange rate).

However, the picture is constantly evolving, and the coming months will be decisive. The ratio was also later affected by the nomination of Kevin Warsh as the next Fed Chair, which led to an increase in the U.S. dollar and the DXY. The market movers to watch are the following:

• US Recession Risk: A marked deterioration in the American economy could trigger a flight-to-quality toward the yen and an unwinding of the carry trade. In this scenario, the price target for USD/JPY would be around 140-145.
• Escalation of Fiscal Tensions: A further deterioration in confidence regarding Japanese debt sustainability could fuel a vicious cycle of bond sell-offs and consequently further yen weakness, pushing USD/JPY beyond 160-165.
• Coordinated Intervention: A joint US-Japan action would have a greater impact and could potentially cause a violent squeeze of short positions.
• February 8 Elections: A landslide victory by Takaichi would consolidate expectations of expansionary economic policies, a sort of “Abenomics 2.0,” with further downward pressure on the yen. A weaker result could moderate expectations for fiscal stimulus. Currently, Polymarket prices Takaichi’s victory at 95%.

The post USD/JPY: What Could Drive the Next Move appeared first on The European Business Review.

Interview with Kevin Gibbons and Darren Kingman

Organic visibility is no longer won through isolated channels or short-term tactics. In this interview, Kevin Gibbons and Darren Kingman explain why e-commerce SEO and digital PR now move in lockstep, how consolidation reflects changing buyer behaviour, and what senior leaders must prioritise to build authority, trust and long-term organic growth in a rapidly evolving digital landscape. 

Kevin, as a founder who has scaled an agency through multiple shifts in digital and commerce, what leadership principles have stayed constant as the industry has evolved? 

“There are two constants I come back to. Firstly, everything has changed, and nothing has changed. I’m in my twentieth year in digital marketing, and from day one, the goal has been the same: to deliver revenue, ROI, and real business outcomes for clients. That has never shifted. What has changed is almost everything about how you get there. Platforms, technology, algorithms, and the intensity and sophistication of competition are in constant motion. The leaders who endure are the ones who anchor on outcomes, not tactics, and who are willing to continuously re-learn how those outcomes are achieved. 

Secondly, leadership fundamentals have stayed remarkably consistent.
At a senior level, the job is still about hiring great people and creating the conditions for them to thrive. That means finding talent with strong core experience, but also deep curiosity and a genuine willingness to keep learning. In digital and commerce, roles evolve faster than job descriptions ever can. As a leader, your responsibility is to build a culture that attracts adaptable people, gives them the right tools, and allows them to grow alongside the industry rather than be disrupted by it.”  

Darren, you have built Root Digital by delivering outcomes that go beyond traditional marketing metrics. What leadership choices were most critical in positioning the business for long-term relevance? 

“In our industry – perhaps more than most – you can grow quickly by making a lot of noise. However, that can create a lot of challenges too, both for clients and within the company itself.

I intentionally went down a different path. I wanted to create a company that thrived on consistency. In my mind, it helps us offer a more ‘known’ quantity when it comes to client performance and also creates stability for our team and new hires who have probably never experienced an agency culture like it before.

Building a company that is determined to have long-term success, requires the sort of consistency we’ve been able to achieve.

This has allowed us to stand out and create a foundation that’s built on performance data and campaign successes, which we’ve replicated time and time again. We’ve maintained working relationships with clients, most of whom we’ve been working with for over five years and we’ve got numerous team members who are celebrating over four years at the company. For a small team like ours, that feels extremely significant.

For me, building a company that is determined to have long-term success, requires the sort of consistency we’ve been able to achieve. A roller-coaster style company with numerous ups and downs won’t last very long in a service driven world, and I think focusing on consistency is the best decision I could have made for our clients, team and myself.”

From a leadership and growth perspective, why does combining ecommerce SEO and digital PR make strategic sense now, rather than later?  

Darren Kingman:“Ecommerce SEO and digital PR belong together now because brand has become a primary driver of search visibility, AI trust and revenue growth. 

Digital PR delivers a clear triple benefit that works hand in hand with SEO for several reasons Firstly, it strengthens brand and link reputation. High-quality coverage, links and brand mentions remain some of the strongest signals for SEO performance. They help search engines understand which brands are credible and authoritative, directly supporting rankings and organic revenue growth. 

Second, it builds brand awareness, which increasingly shapes how people search. As markets become more competitive, users search less for generic terms and more for brands they recognise and trust. Digital PR fuels that demand, while SEO captures it efficiently, creating a virtuous cycle between awareness and performance. 

Thirdly, digital PR improves how brands are represented in AI search and LLMs (large language models). AI systems draw on widely referenced, authoritative sources to form responses. Digital PR expands a brand’s footprint across trusted publications and platforms, increasing the likelihood of being cited, recommended or used as a reference, while SEO ensures owned content is accessible and coherent for those systems.”  

AI search, social commerce and visual platforms are changing how customers discover and evaluate brands. What risks do senior leaders face if they continue to treat SEO, content and PR as separate functions?

Kevin Gibbons: “The core risk for senior leaders is creating a glass ceiling on organic search performance by operating in silos. 

Today, organic growth depends on three things working together: strong technical foundations, genuinely useful content, and a trusted brand reputation.  

Leaders who integrate SEO, content and PR remove that ceiling. They build brands that deserve visibility.”  

Authority and credibility are increasingly influencing rankings, conversion and AI visibility. Why should brand authority now be viewed as a board-level growth and risk consideration?  

KG: “Brand authority now directly affects growth, resilience and downside risk, which makes it a board-level issue, not a marketing tactic. 

On the growth side, authority increasingly influences rankings, click-through rates, conversion and AI visibility. Search engines and AI systems prioritise brands they recognise, trust and can confidently recommend. Strong authority compounds performance across channels, while weak authority limits scale regardless of spend or optimisation. 

Authority increasingly influences rankings, click-through rates, conversion and AI visibility. Search engines and AI systems prioritise brands they recognise, trust and can confidently recommend.

On the risk side, low brand authority creates fragility. When algorithms change, competition increases or AI intermediates the customer relationship, brands without credibility are the first to lose visibility. That exposes revenue concentration risk and increases reliance on paid channels to compensate. 

For boards, this makes brand authority a strategic asset that needs deliberate investment and governance. It underpins long-term organic growth, protects against platform volatility, and directly impacts enterprise value.”

We are seeing more consolidation among independent agencies to compete with integrated global groups. What does this signal about the future structure of the marketing services industry?  

Kevin Gibbons: “The consolidation we are seeing reflects how client needs have changed, rather than a race for scale alone. 

As discovery, commerce and brand building converge, clients increasingly want trusted partners who can integrate strategy, execution and measurement across disciplines. In Re:signal’s case that is still very much centered around providing business-led outcomes for ecommerce brands. 

Longer term, the industry is likely to polarise. On one side, we’ll see large integrated groups with broad capability. On the other, there will be fewer but stronger independents built through consolidation, focused on specific growth problems and sectors, who are able to operate at global scale without losing expertise.” 

Looking ahead, how do you expect organic growth to be measured and valued by leadership teams over the next five years, and what capabilities will become non-negotiable for brands that want to stay competitive? 

Darren Kingman: “Organic growth should always be measured by business-led outcomes. In ecommerce that is primarily revenue growth.  

Looking ahead, there are many areas that will be less trackable compared to past metrics. What’s more, SEO and digital PR are likely to have a much more holistic impact on the wider marketing mix. 

Over the next five years, leadership teams are likely to move away from viewing organic growth as a set of isolated channel metrics and towards valuing it as a strategic growth engine. 

Measurement is already shifting from rankings and traffic to indicators of brand strength and commercial impact. That includes share of organic market visibility, brand-led demand and ultimately contribution to revenue and profit.  

Organic growth will increasingly be assessed on how well it compounds over time and reduces dependency on paid media. 

As for capabilities, several will become non-negotiable. Brands will need strong technical foundations to ensure visibility across traditional and AI-driven search, high-quality content that genuinely helps customers make decisions, and a credible brand footprint across trusted third-party publishers.  

Those that build these capabilities will treat organic growth as an asset that appreciates. Those that do not will find it harder and more expensive to compete.” 

Executive Profile

Kevin Gibbons is founder and CEO of Re:signal, a strategy-led SEO and digital PR agency specialising in organic growth for global ecommerce brands. He has worked in digital marketing since 2003 and founded his first agency in 2006. Under his leadership, Re:signal has won 80+ awards globally. 

Darren Kingman is Founder and CEO of Root Digital, an agency helping brands increase visibility through digital PR and content marketing with measurable SEO returns. His award-winning campaigns have delivered tens of thousands of placements across global media including the BBC, Guardian and New York Times. 

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By H.E. Mr. Yousef Khalawi

Why European business leaders are turning to alternative finance models to fuel their growth

A growing number of European business leaders are re-evaluating how growth is financed, looking beyond traditional debt finance models and towards alternative models rooted in risk-sharing, ethics and impact. His Excellency Mr. Yousef Khalawi, Secretary General of the AlBaraka Forum, explores what’s driving this shift and what the EU must do to seize the opportunity.

European business investment is in a state of flux. The traditional systems that have underpinned growth for decades are being reassessed in boardrooms across the continent. High borrowing costs, widening SME funding gaps, ESG fatigue and the decentralisation of capital flows are forcing business leaders to rethink how they fund the next round of growth.

Across Europe, business leaders are increasingly exploring alternative finance models from revenue-sharing and impact investment to Shariah-compliant structures. This marks not a religious shift, but a broader commercial realignment in non-Muslim majority markets.

The appetite for alternative investment models exists, the infrastructure is maturing, but for alternative finance to scale, three barriers must be addressed: education, regulation and narrative.

The Funding Squeeze: A Structural Wake-Up Call

When speaking with owners of SMEs, social enterprises or faith-led businesses that sit outside the conventional funding mould, the popular belief is that alternative finance models are still not reaching those who need them.

The mainstream debt finance model, with its rigid structures, often doesn’t suit the growth profiles or governance values of these businesses. Venture capital, meanwhile, remains narrowly focused on high-growth tech with very few incentives to back long-term, steady-yield operations.

Faith-led or ethics-based finance models offer a third option, which is rising in its appeal with more conscientious business leaders. Its structures, such as mudarabah (profit-sharing) or musharakah (joint ventures), shift the focus from collateral and debt service to shared enterprise and value creation. These principles resonate strongly in today’s economy, especially as business leaders seek funding models that align with their mission, vision and values and mitigate risk in volatile markets.

Accessing ethical capital without compromise

Several European markets, including the UK, Luxembourg and Germany, are actively positioning themselves as global leaders in ethical and Islamic finance. This reflects growing investor appetite for financial models grounded in transparency and long-term impact. However, investors, especially institutional allocators and sovereign funds, are becoming increasingly sceptical of ESG as it exists today.

EY reported in 2024 that 85% of institutional investors believe greenwashing is a worsening problem. The concern is that ESG is becoming a checklist item on the moral compass of many European businesses, rather than a guiding principle.

Here, models like Tayyib-inspired investing – an Islamic finance concept that layers positive impact and ethical intent over Shariah compliance – offer an alternative option. These frameworks ask not only “what are we excluding?” but “how are we improving people’s lives, our environment, and our economy?”

Islamic finance is, by nature, asset-backed, transparent, and designed to prevent harm. These principles make it uniquely suited to underpin a more credible and values-driven sustainable finance ecosystem in the UK and globally.

Unlocking the opportunity to access alternative finance models

Despite growing interest, there are still structural hurdles to overcome. Business leaders cite a lack of education around alternative finance, unclear government policy and more evidence on ROI before committing. This is not a call for wholesale reinvention, but rather recalibration. For example, policymakers can act immediately by:

• Clarifying tax treatment for Islamic finance products to level the playing field.
• Working with European financial regulators and capital market authorities to issue guidance and promote Islamic or values-based listings.
• Supporting professional bodies and universities to scale Islamic finance education and qualifications.
• Creating blended finance pilots for ethical or Shariah-compliant SME lending.

Regulators and capital markets need to recognise that this is not fringe finance. Islamic finance assets globally are projected to exceed $9.7 trillion by 2029 and major non-Muslim economies – from Germany to Australia – are already innovating in this space.

A strategic moment for European businesses

At the 4th AlBaraka Summit in London, economists, regulators and business leaders from over 30 countries came together to discuss how to access alternative finance models. Luxembourg has long hosted Shariah-compliant funds and became the first Eurozone country to issue a sovereign sukuk, and in early 2025, Germany licensed its first Islamic bank. These moves show clear momentum across the continent

The message is becoming clear – Islamic finance and the wider spectrum of values-based capital is not a niche finance model, it is a growing, global market responding to a deeper demand for integrity in capital.

With five Islamic banks, more than 50 Islamic fintech startups, and two sovereign sukuk issuances already under its belt, the UK is certainly in a strong position to lead this transformation, and its European counterparts should be looking on intently to understand how businesses access alternative finance. London is the world’s centre for sukuk listings and can serve as a launchpad for global Islamic finance initiatives.

But time is of the essence. The UK and European countries must accelerate the adoption of these models and encourage their leadership to embrace this shift, not merely as a symbolic public gesture, but as a commercial, regulatory and educational priority.

Inclusive growth needs inclusive finance models

Europe’s economic future cannot be built on narrow, restrictive finance models; it must be underpinned by a financial system that is resilient, inclusive and aligned with the values of modern society. That means welcoming new approaches, not as replacements, but as reinforcements to what already exists. Alternative finance is not ‘alternative’ any longer – it is becoming mainstream, and the UK and Europe should act like it.

About the Author

H.E. Mr. Yousef Khalawi is a business leader and expert in corporate governance, international law, international investments, family businesses and Islamic endowments. As Secretary General of AlBaraka Forum for Islamic Economy and Secretary General of the Islamic Chamber of Commerce, Industry and Agriculture, he has significantly contributed to the development of the Islamic economy.

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By Zoë Arden 

One of the most powerful tools leaders can utilise is storytelling. Far from being a soft skill, storytelling is a strategic capability that can transform organizational culture, foster engagement and strengthen loyalty.

In today’s hyper-competitive business environment, retaining and engaging top talent is no longer a matter of just offering attractive compensation packages. Employees seek much more than money. They want purpose, belonging and a sense of shared identity within their organisations. One of the most powerful tools leaders can utilise to meet these needs is storytelling. Far from being a soft skill, storytelling is a strategic capability that can transform organizational culture, foster engagement and strengthen loyalty.

Why Storytelling Matters in Talent Retention

Stories are hardwired into our brains. They help us make sense of complex realities, connect emotionally and remember information more effectively than facts or figures alone. In the workplace, stories do more than entertain. Stories shape culture, transmit values and create meaning. When employees see themselves as part of a larger narrative, they are more likely to stay committed and motivated.

Research consistently shows that employees who feel connected to their organisation’s mission and values demonstrate higher engagement and lower turnover. Storytelling bridges the gap between abstract corporate goals and the actual experiences of employees, making the strategy relatable and personal. One expert Majeed Mogharreban once likened the role leaders play in transmitting strategy as transporting people from Pain Island to Pleasure Island. He says we do that best when we wrap our ideas in a story.

From transmission to co-creation 

Traditional corporate storytelling often follows a top-down model: leaders craft a narrative and broadcast it to employees and managers then ‘cascade’ it. While this approach can communicate vision, it risks alienating employees if the story feels imposed or disconnected from their reality. Modern leadership thinking advocates for a shift from storytelling to story sharing – a collaborative process where employees contribute their own experiences to the organisational narrative. We are making a mistake if we think stories can be imposed from the top. Culture is influenced and created by what bubbles under and the organisation’s top performers are often persuasive purveyors of sticky stories.

As Saya Snow Kitasei of the leadership consultancy Bramble observed, the Western tradition of storytelling often centres on a single hero, which can inadvertently reinforce hierarchical dynamics. Instead, organizations should create spaces for interactive, co-created narratives where every voice matters. This participatory approach not only democratises storytelling but also fosters a sense of ownership and belonging among employees​​.

What are some of the practical ways business leaders can use stories to attract and retain talent?

Embed stories in onboarding: First impressions matter. Use onboarding as an opportunity to immerse new hires in the organisation’s story. This is more than a PowerPoint deck. It’s the sticky anecdotes from employees, customers and other important stakeholders that illustrate the organisation’s values in action. This humanises the brand and helps newcomers to see how they can contribute to the ongoing narrative.

Make leaders chief story listeners: Leaders can set the tone for team culture. Encourage executives to share authentic stories about their own journeys, including failures and lessons learned. But more importantly, get them to model curiosity about other people’s stories. For top talent, having senior leaders that show interest in their ideas and innovations is worth more than anything. When leaders model openness and interest, employees feel empowered to share their own stories.

Build multiple storytelling channels: Recognise and celebrate stories that exemplify core values or innovative problem-solving. Look for organic channels for sharing these – not just through blogs, town halls or digital storytelling platforms, but also five minutes at the start of Teams calls. What are the latest stories we can learn from and celebrate? This not only reinforces desired behaviours but also amplifies diverse voices across the organization.

Use stories to navigate change: Change initiatives often fail because they focus on processes rather than people. Storytelling can humanise transformation by framing it as a collective journey rather than a top-down mandate. Share narratives that highlight early adopters, small wins, iterative improvements and the positive impact on employees and customers alike.

Foster psychological safety: For storytelling to thrive, employees must feel safe to speak candidly. Leaders should cultivate environments that encourage dialogue rather than monologue. As Iceland’s President Halla Tómasdóttir demonstrates through her conversational leadership style, questions can be more powerful than answers. By asking the right questions and listening deeply, leaders can surface authentic stories that resonate across the organization​

Zoë Arden’s Story-Centred Leadership Model to engage and retain talent

1. Story Listening – walk in the shoes of others to gain empathy. Listen actively to your team’s experiences and perspectives.
2. Story Building – craft the ingredients of a compelling narrative. Identify the core message and the values you want to highlight.
3. Story Shaping – improve your story with peer feedback and practice. Refine your message to ensure it resonates with your audience.
4. Story Sharing – seed stories throughout your organization to help grow a purpose-led, fearless culture. Share stories in meetings, newsletters, and informal conversations.
5. Story Living – strengthen your personal leadership by living the values you promote. When leaders embody the stories they tell, they expand their influence and impact.

From stories to shared futures: Storytelling is more than a communication technique to attract and retain talent; it is a leadership imperative. By moving from one-way narratives to co-created stories, organisations can build cultures of trust, inclusion and purpose. In doing so, they not only retain top talent but also unlock the discretionary effort that drives innovation and growth.

As the business landscape becomes increasingly complex, the organisations that thrive will be those that understand a simple truth: people don’t just work for companies, they work for stories they believe in. Now more than ever, organisations need stories that help employees imagine and build healthy, productive workplaces. By mastering the art of storytelling, leaders can inspire themselves and others, creating cultures where top talent thrive.

About the Author

Zoë Arden is a Fellow at the University of Cambridge Institute for Sustainability Leadership and author of Story-Centred Leadership: Crafting Cultures of Change (Routledge, 2026).

The post How to Use Storytelling to Retain and Engage Top Talent appeared first on The European Business Review.

Founded on the principles of emotional connection and ingredient intelligence, the brand has emerged as a leader within the modern fragrance landscape. Every scent is created with purpose, prioritizing safety, sensory richness, and the power of memory. From bioidentical ingredients to non-irritating synthetics, Scentsophy’s approach places both people and the planet at the forefront of perfumery.

Speaking on the company’s achievement, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, said: “We applaud Scentsophy for its thoughtful and progressive approach to fragrance. Their work reflects an inspiring balance of creativity, scientific insight, and responsibility. It is a pleasure to congratulate them on this well-deserved recognition.”

With every bottle produced in small batches in Finland, the brand ensures transparency, authenticity, and attention to detail across all touchpoints. Their formulas exclude phthalates, parabens, stabilizers, synthetic dyes, and hormone disruptors, offering safe alternatives to conventional perfumery without sacrificing depth or character.

Founders Anu and Janne Ruohosto  added, “This award strengthens our motivation to continue creating scents that speak to individuality and wellbeing. Our mission has always been to design fragrances that resonate emotionally while respecting the skin and the environment. We are honored to see this philosophy recognised on an international level.”

As the brand expands across the Nordics, Europe, and global markets, Scentsophy continues to attract consumers seeking safety, clarity, and meaningful sensory experiences rooted in authenticity.

To explore Scentsophy’s full fragrance collection, visit: http://www.scentsophy.com.

About Luxury Lifestyle Awards:

Luxury Lifestyle Awards, a part of the World Luxury Chamber of Commerce, is a global organization dedicated to selecting, recognizing, and promoting the finest luxury goods and services worldwide. With an 18-year legacy, LLA connects discerning clientele to exceptional luxury experiences. Its rigorous evaluation process assesses over 5,000 products and services across 400 categories in 100 countries, culminating in a prestigious list of winners that showcases the world’s elite. Renowned brands like Ritz-Carlton, Savills, and Dom Pérignon have been recognized by the Luxury Lifestyle Awards, enhancing brand credibility, elevating status, and providing global exposure for award recipients. For more information, please visit: Luxury Lifestyle Awards.

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By Charlie Colasurdo and Xiangming Chen

The self-evident USP of electric vehicles has, from the beginning, been their dramatically less-polluting effect compared with fossil-fuel vehicles. But, as Charlie Colasurdo and Xiangming Chen explain, case studies show that there is even more good news for those for whom mobility is crucial.

Electric micromobility is spreading globally, partly driven by China’s surge to become the global leader in its domestic adoption and the international production of electric vehicles, with BYD in pole position (Huang and Chen, 2025a). As this China-led e-micromobility leads to lower emissions, cleaner air, and quieter streets, where does it fit into the improvement of mobility networks in responding to traffic and transport demands posed by the rapidly growing and heavily congested megacities of the global South?

This article addresses this question by introducing a comparative study of two- and three-wheeler micromobility in Bangkok, Thailand, and major African cities. Across large cities in the global South, electric two- and three-wheelers have emerged as a major fleet in new mobility networks powered by inexpensive batteries, online applications, and economies shared by gig work and ride-sharing. They form a key cog of micromobility ecosystems that reflect the spatial arrangement and infrastructure of their respective urban environments.

Here, we take a comparative look at how electric motorbikes and tricycles have helped shape the mobility landscape of global-South megacities. While laying out the environmental, economic, and social benefits of this e-micromobility, we draw attention to the financing and the infrastructural and operational challenges facing the continued growth and smooth running of electric two- and three-wheelers.

Bangkok’s Burgeoning Transit Infrastructure

Bangkok, Thailand—a megacity of over 10 million people and one of the world’s most visited cities, with 32.4 million visitors in 2024—is famous for its clogged streets, facing acute challenges from congestion and particulate pollution (Mansel, 2024). To alleviate this, the city has invested heavily in a growing transit network. Since the launch of the elevated BTS SkyTrain in 1999, the city has been served by a system that has grown to encompass two electrified commuter rail lines, an airport rail link, two MRT lines, two monorails, three SkyTrain lines, and a Bus Rapid Transit (BRT) line (Lesmes, 2018). More are on their way, including multiple high-speed rail lines connecting the city’s new central train station to Eastern and Northeastern Thailand, multiple line extensions, and a new MRT line under construction. The city’s 2024 mass rapid transit plan (M-MAP 2) calls for 11 new electric train routes covering 163 kilometers, with the first lines to be completed in 2028-29 (The Nation, 2024).

Expanding Bangkok’s rail system has connected heavily trafficked tourist destinations in the Phra Nakhon District (or “the Old Town”), suburban neighborhoods in Eastern and Northern Bangkok, and across the Chao Phraya River in Thonburi with the city’s Central Business District (CBD). As new areas fall into the catchment areas of transit systems, the first- and last-mile logistics become the next salient issue to address. Bangkok’s mobility ecosystem is a constellation of offerings, from motorbike taxis and the city’s iconic Tuk-Tuks to river ferries, canal and express boats, and buses. But users still face difficulties traveling the last mile from stations to apartments, offices, and schools, without adequate pedestrian infrastructure, and with extreme heat and a monsoon climate. Despite the increasing adoption of electric cars, trucks, and buses, the city is also facing an air pollution crisis that has shuttered schools and offices.

EV Tuk-Tuks as a new means of micromobility

A quiet, tech-enabled Tuk-Tuk revolution is unfolding on Bangkok’s crowded streets, leveraging innovative vehicle design, mobile app technology, and growing demand for last-mile mobility options.

The ubiquity of ride-hailing apps like Grab and Bolt, the rise of battery electric vehicles (BEVs), and the expansion of rapid transit have created a unique opportunity for micromobility solutions to disrupt the “last mile” challenge—connecting transit stations to homes, schools, and workplaces. In Bangkok, the city’s iconic petrol-powered Tuk-Tuks are now complemented by larger, quieter electric models run by MuvMi, a ride-hailing service operated with a mobile application similar to Grab. Hundreds of MuvMi Tuk-Tuks serve 11 Bangkok neighborhoods (photo 1), making thousands of trips in 2024. Now a constant presence at university campuses, metro stations, and in narrow alleyways, a quiet, tech-enabled Tuk-Tuk revolution is unfolding on Bangkok’s crowded streets, leveraging innovative vehicle design, mobile app technology, and growing demand for last-mile mobility options.

MuvMi’s parent company, Urban Mobility Tech Co. Ltd., was founded in 2016 by Krisada Kritayakirana, Pipat Tangsiripaisan, Supapong Kitiwattanasak, and Metha Jeeradit. It launched its MuvMi EV Tuk-Tuk app in 2018, with customers able to use an app to hail a custom-designed three-wheeler larger than the traditional petrol-powered Tuk-Tuk and able to seat seven, including the driver. By 2022, MuvMi served approximately 2,000 to 4,000 passenger trips daily across five areas. In 2023, it had doubled to 10 service areas, and by 2024 served approximately 20,000 passenger trips daily. By October 2025, it had grown to 28,000 to 30,000 trips daily (Sangveraphunsiri, 2025).

MuvMi’s total coverage area is approximately 100 to 150 square kilometers, with around 8,000 pick-up and drop-off “hop points” across Bangkok. Unlike a traditional Tuk-Tuk or ride-hailing trip, riders can only go between hop points within the same service area. Additionally, the service functions as a true ride-sharing program, which may travel to pick up other passengers along the way in a consolidated trip.

As of October 2025, MuvMi had approximately 700 active EV Tuk-Tuk drivers per day operating 600 to 700 EV Tuk-Tuks daily. The entire fleet is 800, but the rest of the vehicles are used to support the company’s other revenue streams, including private vehicle rentals (Sangveraphunsiri, 2025). Prices for MuvMi’s EV Tuk-Tuk ride share service are affordable, with fares beginning at 10 Thai Baht (0.32 USD)—in part subsidized by the company’s other ventures. This keeps the service competitive with motorbike taxis and traditional petrol-powered Tuk-Tuks, lowering the barrier to usage.

Adapting to a changing city

MuvMi reassesses its service areas every six months; the company’s operations team examines area maps and redraws borders to ensure that hop points in the vicinity of each area are included while placing more hop points on the borders of each zone to increase demand. As Bangkok expands the Metropolitan Rapid Transit (MRT) system, MuvMi is planning to focus on servicing stations as part of the high-capacity east-west MRT Orange Line (28 stations) and MRT Purple Line southern extension (17 stations), both targeted to open in 2030 (Sangveraphunsiri, 2025). MuvMi aims to fill in the service gaps of these lines, which will run through the heavily congested heart of the city. For newer monorail lines with lower capacity, including the Pink and Yellow Lines, the company is assessing demand for services along the routes.

MuvMi has likewise shaped the travel habits of its users; getting customers out of Grab cars and motorbike taxis and into EV Tuk-Tuks is the most challenging aspect of the service. The company’s marketing strategy has previously relied on word of mouth, and they are now partnering with the Bangkok Metropolitan Administration to support marketing campaigns about the city’s designated “car-free day” in September 2025, encouraging passengers located within MuvMi service areas to use MRT and BTS stations.

MuvMi’s typical user profile is a 20-40-year-old female office worker in the city center. Based on trip purposes, MuvMi has observed that 30-40 percent of its trips start or end at the metro station, showing that people largely use the trip for commuting and to transfer to mass transit (Sangveraphunsiri, 2025). For the other 60 percent of trips, many passengers chose MuvMi to go out for lunch or dinner, and within neighborhoods such as Ari, when passengers seek to travel to restaurants in a group setting where it’s a challenge to go without a car. MuvMi believes that about half of its current trips are to replace walking, motorbike or car taxis, and half are trips that previously did not exist and are made possible by its services.

Expansion beyond the primate city

Tuk-Tuks and other forms of micromobility are found across Thailand’s cities, including tourism hubs like Phuket and Chiang Mai. In 2019, Grab launched its GrabTukTuk Electric service in Chiang Mai in partnership with Nakorn Lanna Cooperative, with the goal of replacing 450 LPG-powered Tuk-Tuks (Karnjanatawe, 2019). Other companies making moves in the sector include PPS Utility Co. Ltd., which by 2023 had launched its tourism-focused mobility service LoMo platform using EV Tuk-Tuks with the goal of “100,000 download users in one year.”

MuvMi has decided not to expand its service to other cities using its own fleet, but is looking to partner with local operators to enhance their level of service and improve perceptions of public transport in other cities. In Chiang Mai, MuvMi is working to partner with songthaews to ensure that they survive financially, rather than the costly strategy of expanding its EV Tuk-Tuks to the city. MuvMi’s expansion to cities beyond Bangkok, limited as it has been thus far, points to the potential for electric Tuk-Tuks to become an economical and ecologically sound mode of multi-purpose micromobility in secondary Southeast Asian cities.

Electric Two-and Three-Wheelers in African Cities

As electric three-wheelers become popular in Bangkok and potentially in other Southeast Asian cities, both two- and three-wheeled motorcycles have emerged as a growing and more differentiated form of micromobility across a number of major African cities and even their rural hinterlands, with a prospect of further expansion. The recent growth of e-bikes, however, needs to be understood within the context and tradition of petrol motorbikes as a popular form of mobility in Africa over a much longer time. Motorbikes transport people privately. They carry people publicly as taxis. They have also become heavily used for moving goods and delivering food (see photo 2). In Kenya, for example, around five million people are reported to use motorbikes to make a living, or one in every 10 people (Huang, Lei and Ji, 2025).

Unlike in Bangkok, whose relatively well-developed public transit system relegates electric Tuk-Tuks to reach and cover peripheral areas, side streets, and “last mile” gaps, the limited scope and routing of public buses in most African cities, coupled with fewer paved roads, give motorbikes, including some three-wheelers, a more important role in transporting people and goods, especially access to city corners and across peri-urban areas, where informal transportation accounts for over 70 percent of commuting. In the major cities of Mali, Burkina Faso, and several other African countries, two- and three-wheelers make up nearly 80 percent of all vehicles. Petrol-powered three-wheelers account for roughly 80 percent of all short-distance hauling (CIEG, 2025).

Where does China fit in?

Since China has been Africa’s largest trading partner since 2009, it was to be expected that Africa’s large motorcycle market would attract a lot of imports from Chinese manufacturers. In fact, in 2024, China sent 3.8 million fully assembled motorcycles to Africa, worth $282 million, a 21 percent increase year on year (Huang, Lei and Ji, 2025). In the first quarter of 2025, China exported 1.2 million motorcycles to Africa, its second-largest market in the world, a 63 percent increase over the same period of 2024 (China Industry Net, 2025). The Chinese megacity of Chongqing stands out as the largest source of China’s motorcycle exports to Africa. In 2024, its motorcycle exports to Africa amounted to $361 million, up 19.7 percent year on year, accounting for 15-20 percent of all China’s exports of motorcycles to Africa (Wang, 2025).

Of all Chinese motorcycle exports to Africa, electric two- and three-wheelers have gained share due to their growing benefits on African roads. First of all, traditional petrol-powered two- and three-wheelers are a major source of street-level pollution. In Nairobi, tailpipe emissions, much of which come from motorbikes, account for 40 percent of the city’s overall pollution. Second, electric three-wheelers in Tanzania can lower the fuel costs of petrol-powered three-wheelers by one-sixth, given the high and frequently increasing petrol prices. It allows someone who has switched to an electric three-wheeler to reduce their daily delivery cost from $12 to $1 a day (CIEG, 2025).

Chinese tech for African e-micromobility

Building on the growing appeal of electric two- and three-wheelers to African consumers, Chinese companies have introduced some technological improvements to better suit the African conditions of accelerated urbanization, traffic congestion, inferior roads, and severely lacking “last mile” connectivity. A Chinese tire company in Chongqing supplying local motorcycle exports to Africa and leveraging its products built to suit the mountainous megacity has designed a series of new products to withstand contact with African road conditions like rough surfaces, potholes and objects, and high heat. The company has also planned to strike long-term contracts with African importers of motorcycle tires.

To best illustrate the growing role of Chinese tech firms in Africa’s e-micromobility, we turn to TECNO, a subsidiary of Transsion, a Chinese manufacturer of mobile phones headquartered in Shenzhen, also known as China’s “Silicon Valley” of hardware. Having focused primarily on Africa since 2008, TECNO now dominates, with over 50 percent of Africa’s mobile phone market. In 2023, TECNO unveiled its first three-wheeler, branded TankVolt, and quickly added other models of electric two- and three-wheelers.

In addition, TECNO has offered economical models starting as low as $420 per vehicle under the new and related brand of REVOO. This market-entry strategy, which duplicates TECNO’s very low-cost mobile phones at the early stage of its entry into Africa, has helped secure a large order of 5,000 three-wheelers from the Nigerian government and pushed TankVolt into the top EV sellers in Africa (CIEG, 2025). Most importantly, TECNO has introduced BaaS (battery-as-a-service), which allows someone to buy an EV or electric motorbike without the battery and instead subscribe to it separately, as a way of significantly lowering the initial cost of purchase.

Adaptation and extension

The Chinese involvement in Africa’s e-micromobility has fueled its broader expansion, which in turn has created opportunities for indigenous African companies to emerge as both competitive and complementary players. Founded in 2019, with its operational center based in Kenya, Spiro in 2022 signed a major contract to import 50,000 electric motorbikes from Hangzhou, China. In 2023, Spiro raised $63 million via loans from Société Générale (SG) in France and GuarantCo in the United Kingdom to build battery-switching stations for the BaaS, accompanied by fleet expansion in Kenya and Uganda. With a loan of $50 million from the African Import/Export Bank in 2024, Spiro expanded into Cameroon and Morocco, and into Tanzania in 2025, when it also raised $100 million more from the capital markets for further growth (Tailun, 2025).

Chinese involvement in Africa’s e-micromobility has fueled its broader expansion, which in turn has created opportunities for indigenous African companies.

Spiro’s success rides on its BaaS. Its CEO remarked, “African riders typically drive 10-12 hours and cover 150-200 kilometers per day. While they save a lot of money using e-motorcycles, they can’t afford to stop to charge the batteries.” Since batteries account for 30-40 percent of the EV cost, most African buyers can’t afford electric motorcycles with batteries. Spiro’s solution is a battery-subscription system, which allows drivers to pay for daily usage (Tailun, 2025). In Kampala, Uganda, an e-motorcycle driver switches a low or drained battery for a fully charged one by paying a small and varied fee, often on his TECNO phone. Battery-swapping stations in Kampala have also attracted e-motorcycle drivers for the popular boda-boda taxis, even though electric motorcycles account for only about 10 percent of the city’s taxi fleet. If more e-motorbikes for different uses continue to grow, they will help reduce carbon emissions in one of the most polluted cities in Africa.

As an integral part of its business model, Spiro has established assembly plants in Kenya, Uganda, Rwanda, and Nigeria, where CKDs or fully disassembled kits from China are put together. Spiro’s Kenya-based core plant can now make the traction motor, a key part of an electric motorcycle. Of all the plastics parts, helmets, and brake components, the locally sourced portion has already reached 30-40 percent, which is expected to rise to 70 percent in two years (Tailun, 2025). This level of localization would not be possible without Spiro’s collaboration with Chinese companies to gain production knowledge and technology transfer.

Conclusion

Across Southeast Asia and Africa, EV micromobility companies have leveraged increased access to smartphones and electric vehicle battery technology to address diverse transportation needs. In Bangkok, a robust public transit network has facilitated the parallel development of last-mile EV Tuk-Tuk rideshare, which can be flexibly designed to adapt to commuter demand. In African cities, EV motorbikes have shifted into high gear across varied lanes of usage ranging from public transport to short haul to service delivery. They fill larger address gaps in public transit, getting people around and beyond the simultaneously congested and sprawling African cities. In addition, while China is substantially involved in Thailand’s EV sector, featuring BYD’s large factory near Bangkok (Huang and Chen, 2025b), smaller Chinese companies have been actively involved in Africa’s market for electric motorcycles through exporting completed vehicles, supplying CKDs, establishing local production, and promoting technology transfer.

Both case studies illustrate some tangible economic and social benefits of EV micromobility services, including reducing fuel expenses, lowering urban pollution, and allowing riders to make quick and convenient trips that were otherwise impossible with existing mobility options. In hot, congested, and rapidly growing urban areas in Southeast Asia and Africa, where many travel by two- and three-wheelers, EV micromobility has generated substantial early gains for quality of life among its uses while heralding an important pathway to more electrification and decarbonization broadly. It holds promise for the future.

About the Authors

Charlie Colasurdo is a real estate developer based in Durham, North Carolina, and serves as a member of the Alumni Advisory Board for Young Urbanists of Southeast Asia, a network of policymakers, architects, and planners dedicated to shaping a better urban future in ASEAN. He previously worked in the tourism industry in Vietnam and Thailand, conducted thesis research in Bangkok on the intersection of food culture, public policy, and tourism, and authored Duke University’s strategic plan for engagement with Thailand. Charlie holds a B.A. in Political Economy and Public Policy from Duke University and Duke Kunshan University in China.

Xiangming Chen is Paul E. Raether Distinguished Professor of Global Urban Studies and Sociology at Trinity College in Connecticut and an Associate Fellow at the Center for Advanced Security, Strategic and Integration Studies (CASSIS) at the University of Bonn, Germany. He has published extensively on urbanization and globalization with a focus on China and Asia as well as a frequent contributor on “China in the World” to The European Financial Review and The World Financial Review. He has also conducted policy research for the World Bank, the Asian Development Bank, UNCTAD, and OECD.

References

1. China Industry Net. 2025. “Chongqing the ‘capital of motorcycles’ and its focus on Africa.” The Good Hope Observation WeChat Account, March 10. Available at https://mp.weixin.qq.com/s/Spxm6MLoLsNp6QCHrf3Gng.

2. CIEG (China International Exhibition Group). 2025. “Seeing Africa from TECNO’s TankVolt three-wheeler.” The Good Hope Observation WeChat Account, August 5. Available at https://mp.weixin.qq.com/s/prKgHK5jR8ZSXE7gXOKHeg.

3. Huang, Jiayi and Xiangming Chen. 2025a. “BYD’s Rapid Ascent to the Global EV Leader.” The European Business Review (May/June): 86-92.

4. Huang, Jiayi and Xiangming Chen. 2025b. “How BYD became the leading EV brand in Southeast Asia.” ThinkChina, July 24. Available at https://www.thinkchina.sg/economy/how-byd-became-leading-ev-brand-southeast-asia.

5. Huang, Wei, Mingyu Lei, and Li Ji. 2025. “Looking at China-Africa economic and trade cooperation through the ‘motorbike fever’.” The Good Hope Observation WeChat Account, August 3. Available at https://mp.weixin.qq.com/s/90VB9wFF7KGnqpQcEoTQbQ.

6. Karnjanatawe, Karnjana. 2019. “GrabTukTuk opens in Chiang Mai.” Bangkok Post, June 13. Available at https://www.bangkokpost.com/life/travel/1694284/grabtuktuk-opens-in-chiang-mai.

7. Lesmes, Andrew. 2018. “Bangkok, cars, and Vietnam’s mobility future.” The Homage Project. Available at https://www.homageproject.org/southeastasia/bangkok-cars-and-vietnams-mobility-future.

8. Mansel, Lydia. 2025. “This city was the world’s most visited in 2024.” Travel + Leisure, March 26. Available at https://www.travelandleisure.com/bangkok-thailand-worlds-most-visited-in-2024-11698267.

9. The Nation. 2024. “11 new electric train routes eyed for Greater Bangkok.” The Nation, July 24. Available at https://www.nationthailand.com/news/general/40039957.

10. Sangveraphunsiri, Tawit (Boom). 2025. Interview by Charlie Colasurdo, October 28.

11. Tailun, Mensu. 2025. “Raising $100 million: How did Spiro become the dark horse of Africa’s innovative companies through electric motorbikes?” The Good Hope Observation WeChat Account, October 28. Available at https://mp.weixin.qq.com/s/vXukVJ71bhv_EjxGGrJLYA.

12. Wang, Lin. 2025. “Much potential of China’s exports of cars and motorcycles to Africa.” The Good Hope Observation WeChat Account, March 25. Available at https://mp.weixin.qq.com/s/xsoarUuUcnSSyFzRvBxaEA.

The post Driving Differently: Two- and Three-Wheeled Electric Micromobility in Southeast Asia and Africa appeared first on The European Business Review.

By Dennis M. Sponer

For international startups seeking scale, access to capital is decisive. This article explains why the United States remains the world’s premier destination for venture funding—offering unmatched capital depth, sophisticated investors, and clear exit pathways—and how foreign companies can strategically leverage U.S. markets to accelerate growth and global competitiveness.

Despite the uncertainty surrounding the new U.S. administration’s policies, international entrepreneurs face the same challenges that all business start-ups face: securing the proper funding to scale their businesses.^[i] The United States is the most attractive destination for venture capital (VC) funding for global companies, particularly startups with high growth potential.^[ii] The U.S. boasts robust, dynamic capital markets^[iii], an extensive network of experienced venture funds^[iv], and an unmatched pool of capital.^[v] These factors create an environment that fosters innovation, accelerates growth, and positions startups for long-term success.^[vi] This article explores why foreign companies should seek venture capital funding in the United States and how they can leverage this dynamic ecosystem to achieve global scale.

The Robust U.S. Capital Market

The United States maintains a well-established, highly liquid capital market compared with other international jurisdictions.^[vii] The U.S. financial ecosystem is structured to support businesses at every stage, from early-stage startups to large enterprises preparing for public offerings.^[viii] This sophisticated capital market offers a range of funding options, ensuring companies can access the capital they need when they need it.^[ix],^[x]

1. Access to a Diverse Range of Investors

Unlike many regions with fragmented or underdeveloped capital markets, the U.S. market has a broad spectrum of investors, including angel investors, seed funds, venture capital firms, private equity, and institutional investors.^[xi] This diverse investment landscape ensures that foreign companies find the right financial partners aligned with their growth stage and strategic vision.

2. A Strong IPO Market

The U.S. has a well-established pathway for companies to transition from private venture-backed firms to publicly traded enterprises.^[xii] The NASDAQ and the New York Stock Exchange (NYSE) allow global companies to raise substantial capital through an initial public offering (IPO) when they are ready.^[xiii] Given the high level of investor confidence in U.S.-listed companies, U.S. IPOs tend to command higher valuations and provide significant liquidity for founders and early investors.^[xiv],^[xv]

3. A Favorable Regulatory Environment

The United States has well-defined legal frameworks that support venture-backed businesses.^[xvi] The country’s policies encourage entrepreneurship through tax incentives, grants, and innovation-focused programs that provide startups with additional capital and resources.^[xvii] Moreover, the Securities and Exchange Commission (SEC) ensures transparency and investor protection, making the U.S. a reliable and attractive market for venture capital financing.^[xviii] These fundamentals are not going away, despite the best efforts of the current U.S. administration.

The Deep Experience of U.S.-Based Venture Capital Funds

Beyond just the availability of capital, U.S.-based venture capital firms bring a wealth of experience and strategic insights that can be invaluable to foreign companies.^[xix] These firms are not just financial backers; they are active partners in the growth and success of startups.

1. Expertise in Scaling Businesses

Venture capitalists in the United States have extensive experience scaling startups into global enterprises.^[xx] Many of the world’s most successful technology companies, including Google, Facebook, Uber, and Airbnb, have benefited from the mentorship, networks, and operational expertise of U.S.-based venture firms.^[xxi] Foreign companies can leverage this expertise to refine their business models, optimize operations, and expand into new markets.

2. Access to Industry-Specific Knowledge

U.S. venture capital firms often specialize in industries such as medtech, artificial intelligence, biotechnology, fintech, and clean energy.^[xxii] This industry focus allows them to provide targeted support, helping startups navigate technical challenges, regulatory hurdles, and competitive landscapes.^[xxiii] Foreign companies seeking to establish themselves in these and other industries can benefit significantly from the deep sector knowledge U.S. investors offer.^[xxiv]

3. Strong Entrepreneurial Networks

In addition to financial support, U.S. venture capital firms provide access to an extensive network of entrepreneurs, executives, and industry leaders.^[xxv] These connections can open doors to key partnerships, strategic alliances, and customer acquisition opportunities that would be difficult to secure independently. By leveraging these networks, foreign startups can accelerate market entry and establish a stronger foothold in the U.S. and global markets.^[xxvi]

The Sheer Amount of Capital Available in the U.S. Market

The most compelling reason foreign companies seek venture capital in the United States is the sheer volume of capital available.^[xxvii] The U.S. venture capital market is the largest in the world, with hundreds of billions of dollars invested annually in high-growth startups.^[xxviii],^[xxix]

1. Larger Funding Rounds

Venture capital funding rounds in the U.S. are significantly larger than in other regions.^[xxx] Startups in Silicon Valley, Boston, New York, and other major U.S. hubs routinely secure multimillion-dollar funding rounds,^[xxxi] allowing them to scale quickly and outpace competitors. This access to larger pools of capital can be particularly advantageous for foreign companies looking to expand rapidly.^[xxxii]

2. Higher Valuations

Due to the competitive nature of the U.S. venture capital ecosystem, startups often receive higher valuations than they would in their home countries.^[xxxiii] And “[p]rivate equity’s interest in tech has been on the rise for years.”^[xxxiv] Higher valuations enable entrepreneurs to raise more capital while giving up less equity, preserving their ownership stakes and control over the business.^[xxxv]

Final Thoughts

Seeking venture capital funding in the United States is one of the most impactful decisions a foreign startup can make. The country’s robust capital market, experienced venture funds, and vast financial resources make it an ideal destination for ambitious entrepreneurs. By leveraging the U.S. investment ecosystem, foreign startups can accelerate growth, gain valuable industry insights, and position themselves at the forefront of global innovation.

Entrepreneurs worldwide should view U.S. venture capital not just as a source of funding, but as a gateway to industry leadership, strategic expansion, and long-term business success.

About the Author

Dennis M. Sponer is a fractional general counsel and advisor to healthcare companies and venture funds through SRX Advisors. A licensed attorney, he previously founded and sold two pharmacy benefit management companies. He holds a JD, an LLM, and an MBA.

End Notes

^[i] Wiseman, P., D’innocenzio, A., & Anderson, M. (2025, March 7). Trump’s erratic trade policies are baffling businesses | AP News. AP News. https://apnews.com/article/trump-tariffs-business-uncertainty-canada-mexico-china-2b01e586faf99bae3438d289f48a1add

^[ii] United States Venture Capital Market size | Mordor Intelligence. (n.d.). https://www.mordorintelligence.com/industry-reports/united-states-venture-capital-market

^[iii] Malouin, S. (2025, January 14). PitchBook-NVCA Venture Monitor – National Venture Capital Association – NVCA. National Venture Capital Association – NVCA -. https://nvca.org/pitchbook-nvca-venture-monitor/

^[iv] Tarhuni, N., Cook, D., Carmean, Z., Wiek, H., PitchBook Data, Inc., Villegas, A., Stanford, K., Moura, N., Walters, K., & Good, S. (2025). 2024 ANNUAL GLOBAL PRIVATE MARKET FUNDRAISING REPORT. https://files.pitchbook.com/website/files/pdf/2024_Annual_Global_Private_Market_Fundraising_Report.pdf

^[v] Ceppos, R. (2023, March 31). NVCA 2023 Yearbook: U.S. VC fundraising reaches new heights Amid Industry Challenges – National Venture Capital Association – NVCA. National Venture Capital Association – NVCA -. https://nvca.org/press_releases/nvca-2023-yearbook-u-s-vc-fundraising-reaches-new-heights-amid-industry-challenges/

^[vi] Clevver. (2024, April 23). The Advantages of Starting a Business in the USA | Clevver – your digital virtual office for going global. https://www.clevver.io/advantages-of-starting-a-business-in-the-usa/#:~:text=and%20Business%20Continuity-,Economic%20Stability%20and%20Growth%20Opportunities,solid%20foundation%20for%20business%20activities.

^[vii] SIFMA Research. (2023). 2023 Capital Markets Fact Book. https://www.sifma.org/wp-content/uploads/2022/07/2023-SIFMA-Capital-Markets-Factbook.pdf

^[viii] Morgan, J. (n.d.). Startup Fundraising: How to raise capital for your startup. https://www.jpmorgan.com/insights/banking/commercial-banking/startup-fundraising-how-to-raise-capital-for-your-startup

^[ix] 2025 banking and capital markets outlook. (2025, January 10). Deloitte Insights. https://www2.deloitte.com/us/en/insights/industry/financial-services/financial-services-industry-outlooks/banking-industry-outlook.html

^[x] Taylor, J. (2025, March 6). Economic Update: Q4 2024 Review – Insights & market Analysis | YCharts. YCharts. https://get.ycharts.com/resources/blog/economic-update-reviewing-q4-2024/

^[xi] Raedle, D. & Deer Isle Group. (n.d.). Understanding the U.S. capital market structure for capital raising success. https://www.trade.gov/sites/default/files/2022-07/USCapitalMarket.pdf

^[xii] Venture Capital 2024 – USA | Global Practice Guides | Chambers and Partners. (n.d.). https://practiceguides.chambers.com/practice-guides/venture-capital-2024/usa/trends-and-developments

^[xiii] Fernando, J. (2024, October 24). What is an IPO? How an initial public offering works. Investopedia. https://www.investopedia.com/terms/i/ipo.asp

^[xiv] Liquidity Trends Perspectives from Private Company Leaders. (2023). Morgan Stanley. https://www.morganstanley.com/content/dam/msdotcom/atwork/liquidity-trends-report-2023/liquidity-trend-report.pdf

^[xv] PricewaterhouseCoopers. (n.d.). Capital Markets 2025 outlook. PwC. https://www.pwc.com/us/en/services/consulting/deals/us-capital-markets-watch.html

^[xvi] Hathaway, I. (2023, June 22). The New Business Preservation Act and the Tradition of U.S. Federal Government Support for Entrepreneurship and Venture Capital – Center for American Entrepreneurship. Center for American Entrepreneurship. https://startupsusa.org/the-new-business-preservation-act-and-the-tradition-of-u-s-federal-government-support-for-entrepreneurship-and-venture-capital/

^[xvii] SEC.gov | Private Companies and the SEC. (n.d.). https://www.sec.gov/resources-small-businesses/capital-raising-building-blocks/private-companies-sec

^[xviii] Law, M. (2024, February 9). Understanding what is SEC: A Comprehensive guide to the Securities and Exchange Commission – Montague Law. Montague Law. https://montague.law/blog/understanding-what-is-sec-a-comprehensive-guide-to-the-securities-and-exchange-commission/

^[xix] DLDS – Understanding Venture Capital. (2024b, August 14). Imagine | Johns Hopkins University. https://imagine.jhu.edu/dlds-resources/understanding-venture-capital/

^[xx] Savin, A. (2024, August 5). Council Post: How Venture Capitalists can help Startups Expand Internationally. Forbes. https://www.forbes.com/councils/forbesfinancecouncil/2024/08/05/how-venture-capitalists-can-help-startups-expand-internationally/

^[xxi] Venture capitalist. (n.d.). https://www.jazzminemarienolan.com/post/venture-capitalist

^[xxii] DLDS – Understanding Venture Capital. (2024, August 14). Imagine | Johns Hopkins University. https://imagine.jhu.edu/dlds-resources/understanding-venture-capital/

^[xxiii] Publisher, A. (2024, December 9). Navigating the VC landscape: What tech startups need to know. Aprio. https://www.aprio.com/navigating-the-vc-landscape-what-tech-startups-need-to-know-ins-article-tech/

^[xxiv] Trends in venture capital. (n.d.). Deloitte United States. https://www2.deloitte.com/us/en/pages/technology-media-and-telecommunications/articles/user-friendly-venture-capital-trends.html

^[xxv] Cdo, M. S. (2023, February 3). The power of networking. Career Development Office | MIT Sloan School of Management. https://cdo.mit.edu/blog/2023/02/03/the-power-of-networking/

^[xxvi] Mills, O. (2025, February 18). Crucial steps for tech startups entering the US market. 360 Business Law. https://www.360businesslaw.com/blog/essential-steps-for-international-tech-startups-entering-the-us-market-legal-market-and-growth-strategies/

[xxvii] Global Venture Capital Outlook: The latest trends. (2025, March 5). Bain. https://www.bain.com/insights/global-venture-capital-outlook-latest-trends-snap-chart/

^[xxviii] Statista. (n.d.). Venture Capital – United States | Statista market forecast. https://www.statista.com/outlook/fmo/capital-raising/traditional-capital-raising/venture-capital/united-states

^[xxix] How much does venture capital drive the U.S. economy? (2013, January 16). Stanford Graduate School of Business. https://www.gsb.stanford.edu/insights/how-much-does-venture-capital-drive-us-economy

^[xxx] CB Insights Research. (n.d.). CB Insights Research. https://www.cbinsights.com/research/

^[xxxi] The top emerging tech hubs across the United States. (2024, November 27). Visible.vc. https://visible.vc/blog/growing-tech-hubs-in-the-united%20states/

^[xxxii][xxxii] The Y Combinator Standard Deal | Y Combinator. (n.d.). Y Combinator. https://www.ycombinator.com/deal#:~:text=YC’s%20Standard%20Deal,raise%20money%20from%20other%20investors.

^[xxxiii] International moves can pay off for venture-backed startups | Cornell Chronicle. (2024, February 26). Cornell Chronicle. https://news.cornell.edu/stories/2024/02/international-moves-can-pay-venture-backed-

startups#:~:text=Plus%2C%20startups%20that%20migrated%20reached,a%20median%20valuation%2040%25%20higher.

^[xxxiv] Rosenbush, S. (2024, November 13). VC Firms and Tech Startups Face Growing Pressure for Liquidity. Enter Private Equity. Wall Street Journal. https://www.wsj.com/articles/vc-firms-and-tech-startups-face-growing-pressure-for-liquidity-enter-private-equity-043f72f9

^[xxxv] Bloomberg – Are you a robot? (n.d.). https://sponsored.bloomberg.com/immersive/bcg/cracking-the-code-for-employee-happiness-and-retention

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A Vision of Elevated Island Living

Located on Phuket’s lush west coast, AYANA Phuket operates under the guiding principle “Flow Your Way”, enabling residents to live according to their preferences while maintaining life flexibility. For buyers and residents seeking balance, elegance, and serenity, the brand offers a sanctuary. AYANA’s residential offerings now comprise two flagship typologies: the ultra-luxury villa collection of Soluna and the residential format of Heights. Each plays a complementary role in the brand’s strategy, and each contributed significantly to the TOP 100 achievement.

Flagship Offerings – Two Sides of Luxury

• AYANA Soluna Villas – Set across 72 Rai of land in Thalang, these 62 exquisite villas (3-5 bedrooms, each with a private pool) blend high-end architecture with nature. The design concept emphasises natural materials and a palette of white, brown, and grey, which anchors the homes in their natural hillside and rainforest setting. Villa Type A features a pool and garden with indoor-outdoor flow (total ~350 m²). Living here means both bespoke luxury and a strong sense of place.
• AYANA Heights Seaview Residences – Located near Layan Beach in the Bang Tao region, this condominium complex offers 549 units across studios to three-bedrooms (37.6 m² to 112.89 m²) on a 31 Rai hillside plot. The conceptual focus: “Wake up to the whispers of the ocean… share breathtaking sunsets” – emphasising sea-views, wellness, and resort-style amenities. With full amenity offerings (library, coworking, spa/sauna, kids’ rooms, waterfalls, and landscaping) and investor-oriented details (projected ROI up to 12%), the Heights product appeals to both lifestyle purchasers and long-term investors.

Why AYANA Phuket Earned Its TOP 100 Honour

The Luxury Lifestyle Awards’ TOP 100 category assesses several pillars: innovation, architectural excellence, customer satisfaction, sustainability, and global impact. AYANA Phuket’s dual-project strategy addresses each of these comprehensive criteria:

• Design & Architectural Excellence: The Soluna Villas demonstrate meticulous architectural execution, large volumetric spaces, clean lines, rich indoor-outdoor living, and a colour/design palette rooted in nature. Meanwhile, Heights’ architecture aligns with hillside topography, maximizing sea-view exposure, breezes, and natural light in its layout.
• Lifestyle & Amenities: Soluna offers private-pool villas in a tropical setting, catering to the highest end of lifestyle buyers. Heights complements this with a full suite of shared amenities, co-working zones, wellness spaces, and smart design for everyday elevated living.
• Sustainability & Future Focus: Both developments reflect a conscious luxury mindset. Soluna’s nature-integrated materials and environmental sensitivity, and Heights’ forward-looking construction progress, strong infrastructure, and investment transparency (updates show foundations, pile-driving milestones achieved).
• Investment Appeal & Global Reach: Soluna appeals to discerning luxury homeowners, while Heights delivers a scalable offering in a prime location in the Bang Tao region, strong for holiday-rental demand, resale potential, and regional luxury growth. The projected ROI for Heights and the prime locale enhances its worldwide investment relevance.

Dual-Track Strategy – Broadening the Appeal

What makes AYANA Phuket stand out is its two-pronged offering: ultra-luxury villas (Soluna) and luxury condominiums (Heights). This gives the brand a broader market reach, attracting both high-net-worth individuals seeking a bespoke retreat and more investment-oriented buyers seeking serviced-luxury living with upside. This dual-track gives depth and flexibility to the brand’s portfolio and strengthens its badge of “TOP 100” status.

AYANA Circle

AYANA Circle is a new lifestyle community and membership program uniting guests, property owners, and lifestyle enthusiasts across AYANA’s global portfolio of hotels, residences, events, and recreational experiences. Launching in late November, 2025, the platform focuses on five pillars: Wellness, Art & Culture, Music & Entertainment, Lifestyle & Community, and Real Estate & Investment, offering members exclusive events, curated content, and premium experiences. Designed to foster connected living, AYANA Circle provides access to wellness retreats, art exhibitions, music events, and networking opportunities for those who value meaningful experiences and refined lifestyles. All AYANA property owners will automatically receive premium membership upon launch.

The Outlook

From strategic locations to design philosophy, sustainable ambitions to investment appeal, AYANA Phuket is positioned to become one of Southeast Asia’s standout luxury residential brands. The inclusion of both Soluna Villas and Heights Seaview Residences within the portfolio amplifies that trajectory; they offer complementary residential typologies, each reinforcing the brand’s luxury credentials. The TOP 100 recognition is symbolic of what has been achieved and what lies ahead. For anyone seeking lifestyle, legacy, and connection to nature aligned with modern expectations, AYANA Phuket offers a compelling proposition. As these developments materialize, the brand’s evolution will be exciting to follow.

Visit ayanaphuket.com to learn more about the residences and project updates.

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Today, while trust plays an equally important role as it did many years ago, how that relationship is formed has changed significantly. In the past, trust was established before a business contact was made (as in before a person knocked on your door, called you or emailed you). In the new digital world, customers conduct an internet search, scroll through your website or social media account, read reviews, look for validation and more. In today’s digital economy, brand trust has become the most valuable asset Florida-based businesses can possess, often playing a greater role in long-term success than price, location, or even years of experience.

The New First Impression Happens Online

For most consumers, the first interaction with a brand no longer happens in person. It happens on a screen. A Google search. A Yelp listing. A social media profile. Within seconds, people form opinions that can be difficult to change.

This shift has had a major impact on Florida businesses. The state’s population is constantly changing, with new residents, tourists, and seasonal visitors making decisions without local familiarity. When customers do not have personal recommendations, they rely on digital signals to guide them.

Star ratings, written reviews, updated websites, and consistent messaging all contribute to whether a business feels credible or questionable. In many cases, customers never make it past this first digital impression. They either trust what they see or they move on.

Reviews Have Replaced Word of Mouth

Word of mouth has not disappeared. It has simply gone public. Online reviews now serve the same function that personal recommendations once did, but with far greater reach and permanence. A single customer experience can influence hundreds or thousands of future decisions. Positive feedback builds momentum. Negative feedback lingers.

For Florida brands, especially those in service-based industries, reviews often carry more weight than advertising. Consumers expect ads to make bold claims. Reviews feel real. They come from people who took the risk first.

Businesses that actively earn and manage reviews tend to outperform competitors who ignore them. Not because they are perfect, but because they appear engaged, responsive, and accountable. Trust grows when customers feel heard, even when something goes wrong.

Consistency Is the Backbone of Credibility

One of the most overlooked aspects of online trust is consistency. Customers may not consciously analyze it, but they feel it immediately. Does the tone of the website match the tone of the reviews? Does social media reflect the same values promoted elsewhere? Are messages aligned, or do they feel scattered and reactive?

In Florida’s competitive landscape, inconsistency creates doubt. When a brand’s digital presence feels fragmented, customers hesitate. They wonder which version is real. Industry professionals who specialize in long-term reputation building often emphasize that trust is not created through isolated efforts. Brian Troiano of Tampa Florida has worked with businesses across multiple sectors and frequently points out that credibility is built through repetition and alignment over time, not one-off campaigns or quick fixes. When messaging stays consistent across platforms, trust compounds naturally.

Florida’s Unique Market Raises the Stakes

Florida is unlike almost any other state. It attracts entrepreneurs, retirees, families, investors, and tourists all at once. That diversity creates opportunity, but it also intensifies competition.

A customer choosing a contractor in Tampa, a medical provider in Orlando, or a hospitality brand in Miami often has dozens of options. Without personal familiarity, digital trust becomes the deciding factor.

This is especially true for transplants and visitors who lack local knowledge. They rely heavily on online cues to determine legitimacy. A strong digital presence reassures them. A weak or outdated one pushes them elsewhere.

For Florida brands, trust is not just about standing out. It is about surviving in a market where customers move quickly and rarely give second chances.

Your Digital Footprint Is Always Talking

Every brand leaves a digital footprint, whether intentionally or not. Reviews, articles, social posts, comments, and even unanswered complaints form a narrative that customers interpret as truth.

When businesses fail to participate in that narrative, others take control of it. Silence can feel dismissive. Outdated information can feel careless. Ignored feedback can feel disrespectful.

Brands that understand the value of online trust treat their digital presence as a living asset. They update information regularly. They respond thoughtfully. They acknowledge both praise and criticism. Over time, this steady presence creates familiarity, and familiarity builds confidence.

Customers are not looking for perfection. They are looking for authenticity and reliability.

Trust Is Earned Slowly and Lost Quickly

One viral moment cannot replace years of consistency. In fact, brands that chase attention without substance often damage trust rather than build it.

Advertising can attract awareness, but it cannot substitute for credibility. Consumers are increasingly skeptical of overly polished claims that do not align with real experiences.

Long-term trust is earned through alignment between promise and performance. When customers experience what a brand says it delivers, belief follows. When there is a gap, skepticism grows.

Brian Troiano often emphasizes that brands who invest early in reputation building spend far less time repairing damage later. According to his experience, trust erosion usually happens gradually, through neglected details and inconsistent communication, not single catastrophic events.

Emotion Drives Digital Decisions

Even in industries driven by data, decisions are emotional. Customers want to feel confident, safe, and respected. Online trust speaks to those emotions before any transaction begins.

A business with thoughtful responses, clear messaging, and visible customer satisfaction feels safer. A business with defensive replies or outdated content raises anxiety.

Florida brands that succeed in the digital age understand this emotional component. They focus not just on being seen, but on how they are perceived. Their online presence reflects care and intention. Their communication feels human, not scripted. That emotional reassurance often matters more than pricing or convenience.

Speed Has Changed Everything

Information now moves faster than ever. A review can be posted instantly. A complaint can be shared widely within minutes. This reality has forced brands to become more proactive.

Waiting to address issues is no longer viable. Customers expect timely responses and transparency. Brands that monitor their digital presence and engage consistently tend to maintain trust even during challenges.

Those who ignore it often find themselves reacting too late, after narratives have already formed.

Professionals with experience in reputation management frequently stress that early engagement can prevent minor issues from becoming lasting damage. Brian Troiano has seen firsthand how brands that stay ahead of their digital presence maintain control of their story, while those who delay lose influence over how they are perceived.

Trust Creates Tangible Business Advantages

When trust is strong, the benefits extend far beyond reputation. Sales conversations become easier because customers arrive pre-sold on credibility. Referrals increase organically. Pricing becomes less sensitive because customers value reliability over cost.

Employees also feel the impact. Working for a trusted brand builds pride and alignment. Recruiting becomes easier. Retention improves. Trust may not appear on financial statements, but it influences nearly every metric that matters.

The Long Game Matters Most

The most successful Florida brands are not chasing quick wins. They are playing the long game. They understand that trust is built through consistent effort, thoughtful communication, and alignment between words and actions. They view their online presence as an extension of their real-world values, not a separate performance. These brands weather algorithm changes, market shifts, and competitive pressure because their credibility remains intact. They are chosen not because they are loud, but because they are trusted.

A New Definition of Currency

In the digital age, trust has replaced many traditional advantages. Location matters less. Advertising budgets matter less. Even brand recognition can matter less than perceived credibility.

For Florida businesses navigating constant growth and change, online trust has become the currency that unlocks opportunity. It influences who gets clicked, who gets called, and who gets chosen.

Brands that protect and nurture that trust position themselves for long-term success, regardless of industry or size.

Final Reflection

Online trust is no longer optional or secondary. It is foundational.

Florida brands that recognize this reality and commit to credibility, consistency, and care are not just adapting to the digital age. They are defining it.

In a marketplace filled with noise, trust remains the signal customers listen to most.

The post Why Online Trust Has Become the Most Valuable Currency for Florida Brands in the Digital Age appeared first on The European Business Review.

By William Thackray

Hybrid working boosts morale and efficiency, but it also introduces hidden risks for professional services. Data drift, fragmented communication, and shadow IT threaten security, compliance, and accuracy. To manage these challenges, firms must strengthen governance, simplify tools, enforce centralised data practices, and embed safe digital behaviours across the hybrid workforce.

Approximately three-quarters of UK businesses now use a hybrid working model. It’s a move that was instigated by the pandemic, but continued because it seemed to carry so many advantages. It’s cheaper for businesses and popular with staff, boosting productivity as well as employee retention and attraction. But it also carries risks, many of which are only just becoming clear, including the looming problems of shadow IT and data drift.

The lesser-known business risks of hybrid working

There are a whole range of arguments supporting hybrid working, but the problems it brings are rarely discussed. When employees split their time between the office and home, working practices become harder to manage. Staff use a wider variety of devices, networks, tools, and workflows, which means that the carefully formulated security protocols that work beautifully within the office environment begin to falter.  And for professional services businesses, where sensitive client data forms the backbone of daily operations, the problem is magnified even further.

With hybrid work, every transfer of a document, every shared message, and every downloaded file becomes a potential point of leakage. A small misstep – a report saved locally instead of to the cloud, or a spreadsheet shared through a personal app – can introduce risks that leadership teams may not detect until a serious breach, complaint, or audit failure occurs.

Hybrid work isn’t creating poor behaviour; it is amplifying pre-existing habits that were once easier to contain within a controlled environment.

The Problem of information drift

One of the biggest and least acknowledged issues associated with hybrid work is information drift. This happens when data gradually spreads across multiple applications, storage locations, and devices—becoming fragmented, inconsistent, or hard to govern.

Information drift typically emerges in three key ways:

Inconsistent storage habits

When you’re working remotely, it’s easy to save documents in local folders. Even with cloud platforms like SharePoint and Google Drive, if you’re working offline, your own hard drive is more convenient. And that’s how documents and updates get lost or duplicated, causing future confusion.

Multiple communication channels

With accountability being such an important feature of contemporary business, communication also needs to be tracked. And for hybrid teams, conversations tend to be scattered across platforms, leading to lost instructions and poor project audit trails.

Tool sprawl and shadow IT

When workers lack the right tools – or don’t know how to use the approved ones – they start adopting their own. This might be a personal cloud drive, a free file-sharing service, a design app, or a note-taking tool that bypasses corporate controls. Individually, these choices seem harmless. Collectively, they create an unmanageable web of unofficial data locations that no central policy can oversee.

Shadow IT isn’t deliberate or malicious; it’s convenient. People use the tools that work for them. Unfortunately, that tends to create blind spots in data governance, security monitoring, and compliance.

What IT leaders can do to prevent data drift

Technology leaders now face the challenge of enabling hybrid work without letting it erode security or operational consistency. Key steps include:

Provide a single source of truth

IT teams must make it both mandatory and frictionless for staff to store and retrieve documents from approved systems. This involves designing intuitive folder structures, strong search functions, and integrated workflows that reduce the need for offline storage.

Implement modern data loss prevention tools

DLP solutions can detect when users save files to unapproved locations, download sensitive documents, or use untrusted apps. Automated reminders or blocks can stop risky behaviour early.

Reduce friction, not flexibility

Shadow IT thrives when official tools are confusing or inefficient. IT leaders should streamline the tech stack, eliminate redundancy, and ensure employees have user-friendly alternatives that genuinely meet their needs.

Provide clear, human-friendly policies

Many hybrid-work data issues stem from unclear or overly technical policies. When you develop guidance based on realistic scenarios and practical instructions, many of the common problems disappear.

Safe working practices to build into any hybrid model

Because hybrid work is here to stay, businesses must integrate safe data practices into everyday operations. Key behaviours include:

• Use company-managed devices and secure VPNs rather than personal equipment.
• Encrypt laptops, phones, and portable storage.
• Mandate multi-factor authentication across all systems and applications.
• Keep all approved apps updated automatically.
• Centralise communication tools so files and conversations stay within one ecosystem.
• Conduct regular audits of data storage patterns and shadow IT usage.

Encourage staff to report mistakes early, without fear of blame.

Hybrid working isn’t going anywhere, but it does need to change. To remove the risks currently overshadowing many professional services businesses, governance must be a priority. Allowing employees the freedom to work where they work best will always be a positive move. But you must have the operational practices and processes in place to ensure that your business is not compromised in the process.

About the Author

William Thackray, Operations Director of AGT Computer Services, is always looking for the next big thing in technology and business. He’s the go-to guy for anything new and exciting in the world of IT.

The post The Hidden Cost of Hybrid: Data Drift and Shadow IT in Professional Services appeared first on The European Business Review.

This kind of plateau is especially confusing because nothing feels obviously broken. The product works. Customers stay. New sign-ups still come in. But month after month, revenue growth flattens. Understanding why this happens requires looking beyond the product itself and into the systems surrounding it.

A Strong Product Doesn’t Guarantee Strong Distribution

One of the most common misconceptions in SaaS is that product quality alone drives growth. In the early stages, this can feel true. Founder-led sales, word of mouth, and niche communities carry momentum forward.

Eventually, those channels saturate. The product hasn’t changed, but the pool of “easy wins” dries up. Without scalable distribution, growth naturally slows.

This is where many SaaS teams realise they’ve invested heavily in building—but lightly in how the product reaches the market. Distribution becomes the bottleneck, not product capability.

Early Channels Stop Scaling Quietly

What worked to get the first 50 or 100 customers often doesn’t work at 500 or 1,000. Founder networks don’t scale. Community posts lose reach. Referrals become inconsistent.

The danger is that this slowdown feels gradual, not dramatic. Teams keep doing what worked before, assuming growth will rebound. Instead, effort increases while results stay flat.

Breaking through this stage usually requires deliberate channel expansion—SEO, partnerships, outbound, paid acquisition—but those channels demand structure, not improvisation.

Messaging That Once Worked Becomes Too Broad

As SaaS companies grow, they often expand their feature set to serve more use cases. Over time, messaging gets broader to accommodate this complexity.

The unintended result is diluted positioning. Prospects struggle to quickly understand who the product is for and why it’s better than alternatives. Nothing is wrong with the message—it’s just less sharp than it used to be.

Growth plateaus frequently coincide with this loss of clarity. When positioning weakens, conversion rates quietly drop across the funnel, even if traffic stays steady.

Retention Masks Growth Problems

Healthy retention can hide deeper issues. When churn is low, revenue doesn’t fall, which creates the illusion of stability. But if acquisition slows while retention stays flat, overall growth stalls.

In these cases, teams often focus on squeezing more out of existing customers—upsells, add-ons, pricing tweaks—rather than addressing the top-of-funnel slowdown. These tactics help in the short term but rarely restore momentum on their own.

Sustainable growth requires a balance: strong retention and consistent new demand.

Sales Motions Stop Evolving

Many SaaS products start with a simple sales motion—self-serve, demos, or founder-led calls. As deal sizes increase and buyers become more sophisticated, that motion needs to evolve.

Growth plateaus often happen when sales processes lag behind customer expectations. Prospects want clearer proof, better onboarding, or more tailored demos, but the sales experience hasn’t kept pace.

Without intentional refinement, win rates decline subtly. Pipelines look full, but close rates soften.

Product Teams Optimise for Existing Users

Strong products tend to focus on serving current customers well. That’s usually the right instinct—but it can create blind spots.

Features get built for power users. Roadmaps cater to edge cases. Meanwhile, new users struggle to see immediate value. Activation rates dip, even if existing customers remain happy.

This imbalance creates a quiet ceiling on growth. The product keeps getting better for people who already understand it, but harder for newcomers to adopt quickly.

Marketing Becomes Fragmented Over Time

As teams grow, marketing efforts often sprawl. Content here, ads there, campaigns launched without a clear throughline. Each initiative makes sense on its own, but together they don’t compound.

When growth plateaus, it’s often because marketing lacks cohesion rather than effort. There’s activity without momentum.

At this stage, some SaaS companies bring in a B2B SaaS growth agency to help reconnect acquisition, messaging, and conversion into a single, coherent system. The value isn’t just execution—it’s perspective on where the real constraint sits.

Data Exists, Insight Doesn’t

Modern SaaS teams track everything: traffic, activation, retention, CAC, LTV. Yet many struggle to diagnose why growth has stalled.

The issue isn’t lack of data—it’s lack of synthesis. Teams look at metrics in isolation rather than understanding how they interact. A small drop in activation combined with slightly higher CAC can flatten growth even if individual numbers don’t look alarming.

Without clear hypotheses, teams experiment blindly, hoping something sticks.

Plateaus Are a Signal, Not a Failure

Growth plateaus feel personal, but they’re often structural. They signal that the business has outgrown the systems that once worked.

Breaking through usually doesn’t require a radical pivot. More often, it requires tightening positioning, upgrading distribution, evolving the sales motion, or aligning teams around a clearer growth strategy.

In some cases, that clarity comes internally. In others, it comes from external support—whether that’s advisors, experienced hires, or a B2B SaaS growth agency that’s seen the same patterns play out across multiple companies.

Strong Products Still Need Strong Growth Systems

A great product is a prerequisite for success, not a guarantee. Growth plateaus happen when the surrounding systems—marketing, sales, positioning, distribution—fail to evolve alongside the product.

SaaS companies that push through these plateaus don’t do it by building more features. They do it by identifying what changed, where momentum slowed, and what needs to mature next.

The product may be strong. Growth just needs a new engine.

The post Why SaaS Growth Plateaus Even When the Product Is Strong appeared first on The European Business Review.

By Dražen Kapusta and Terence Tse

Once seen as the immature younger sibling of Bitcoin, stablecoins are fast achieving de facto acceptance in a range of financial contexts worldwide. So remarkable is the stablecoin effect that central banks would be wise to adopt a proactive posture towards the phenomenon – and do it soon.

A recent study has sparked intense debate about Bitcoin’s potential role in central bank reserves by 2030.¹ While this may have dominated financial headlines, a more subtle but equally consequential transformation is occurring: stablecoins are fundamentally altering the plumbing of global finance in ways that directly impact central banking operations.

While Bitcoin may eventually achieve reserve status, stablecoins have already gained significant traction in mainstream financial infrastructure. As a result, central banks may face a new challenge: how to respond to the increasing influence of stablecoins over traditional monetary transmission mechanisms.

The infrastructure impact that central banks cannot ignore

The stablecoin market capitalisation has increased from $10 billion five years ago to about $260 billion today,² with forecasts reaching $2 trillion by 2028.³ This growth signifies more than just speculative investment; it demonstrates the real adoption of alternative payment systems that operate alongside traditional, government-regulated financial systems.

Major corporations, including Stripe, Visa, and Uber, have all signalled their intention to use stablecoins in running their businesses. But the impact extends beyond company efficiency. When Uber considers stablecoins for cross-border payments to reduce currency costs, it signals a shift in how multinational corporations manage liquidity – a development that directly influences foreign exchange markets and the effectiveness of monetary policy.

Central banking in a multi-rail world

Stablecoins can both strengthen dollar dominance globally and weaken central bank control over dollar flows.

The US dollar as a central reserve currency has been declining, dropping from 60 per cent in 2000 to 43 per cent in 2024.⁴ However, most stablecoins today are backed by US government bonds. If the demand for stablecoins continues to rise, the demand for US dollars will also increase. This could pose a dilemma for the Federal Reserve and other central banks in the future: stablecoins can both strengthen dollar dominance globally and weaken central bank control over dollar flows. Additionally, US dollar-pegged stablecoins are very likely to expand the dollar’s reach into countries with currency instability or capital controls. Yet, central banks cannot directly influence this using existing monetary policy tools.

Indeed, the US Treasury’s warning that $6.6 trillion in commercial bank deposits could migrate to stablecoins illustrates this challenge.⁵ Such migration would not necessarily reduce demand for dollars, but it would alter how central banks influence money supply and interest rate setting to manage the economy.

Regulatory frameworks: The missing piece

Recent legislation like the Genius Act in the US represents initial steps toward comprehensive stablecoin regulation, requiring issuer registration and precise reserve requirements. Nonetheless, regulatory frameworks remain incomplete. Central banks worldwide are confronting a key question: Should stablecoins be regulated as means of payment, securities, or banking products? How can monetary authorities preserve policy effectiveness when large transaction volumes move through unregulated digital channels?

The European Union’s Markets in Crypto-Assets (MiCA) regulation and similar frameworks developing worldwide indicate recognition of these challenges. However, implementation remains inconsistent, creating regulatory arbitrage opportunities that could centralise stablecoin issuance in jurisdictions with less oversight.

The Central Bank Digital Currency response

Many central banks are reacting to the rise of stablecoins with Central Bank Digital Currencies (CBDCs). On paper, CBDCs would provide government-issued digital alternatives that preserve central bank control over digital money systems. However, the timeline disconnect is considerable. While CBDCs remain primarily experimental, stablecoins are gaining real-world acceptance today. This creates an opportunity where private stablecoins could become so embedded in the financial infrastructure that CBDCs would struggle to compete for importance.

Stablecoins have already begun to influence their economic and policy landscapes. Countries like Nigeria and Turkey, where citizens have adopted stablecoins to achieve currency stability and evade capital controls, face difficult policy decisions. Strict restrictions and stringent controls on stablecoins could push activity underground, while broader acceptance might weaken domestic monetary policy.

Stablecoins present several risks for central bank consideration:

• Concentration risk: The stablecoin market remains highly concentrated among a few issuers. Circle’s USDC and Tether’s USDT dominate market share, creating single points of failure that could pose systematic risk implications.
• Backing asset quality: While designed for stability, the assets supporting stablecoin reserves vary considerably among issuers, from government bonds to algorithm-driven supply and demand. This could pose a moral hazard problem for central banks and further heighten systematic risk.
• Operational dependencies: Increasing corporate reliance on stablecoins for treasury operations generates new systemic dependencies. Any payment system disruptions related to stablecoins could impact real economic activity more directly than traditional cryptocurrency volatility.
• Cross-border surveillance: Stablecoins enable cross-border transactions outside conventional correspondent banking networks, potentially complicating efforts to monitor capital flows and enforce sanctions or capital controls.

Strategic considerations for central banks

With stablecoins becoming ever more mainstream, central banks might consider different strategic engagement approaches, including:

• Enhanced monitoring: Building advanced surveillance systems to track stablecoin transactions and their possible influence on the transmission of monetary policy and financial stability.
• Regulatory coordination: Working with international counterparts to create consistent global standards that prevent regulatory arbitrage while preserving the advantages of innovation.
• Infrastructure partnership: Exploring ways to integrate stablecoin infrastructure with existing systems to enable better oversight while improving efficiency.
• Policy tool development: Investigating new monetary policy instruments that can effectively influence economic activity within a multi-rail financial system.

Coexistence, not competition

At their current development trajectories, stablecoins are here to stay. Central banks must evolve from viewing stablecoins as competitive threats to recognising them as tools that can improve overall system functionality when properly regulated. These authorities face a choice between reactive regulation after issues arise or proactive measures that direct development towards outcomes aligned with monetary policy objectives. Financial progress rarely follows a straight path – gold faced scepticism and volatility before achieving reserve status.⁶

Stablecoins pose a similar, yet more immediate, challenge. Their adoption is driven by genuine utility rather than speculative investment, making their growth path more predictable but also more irreversible. Central banks that understand and prepare for this shift will be better equipped to maintain the effectiveness of their monetary policies in an increasingly digital financial landscape. The question is not whether stablecoins will reshape central banking – they are already doing so. The real question is whether monetary authorities will help steer this transformation towards outcomes that preserve financial stability while embracing the benefits of technological innovation.

About the Authors

Dražen Kapusta is the founder of COTRUGLI Business School and HashNET. He leads the COTRUGLI initiatives, focusing on AI-augmented Vanguard leadership, NEO Finance, blockchain, SDGs, and digital sovereignty. Dražen advises UN and EU bodies on AI and blockchain strategies.

Terence Tse is Professor of Finance at Hult International Business School and co-founder at the AI Native Foundation. He is also co-founder and Executive Director of Nexus FrontierTech.

References

1. Laboure, Marion and Siazon, Camilla (2025) Bitcoin vs. Gold: The Future of Central Bank Reserves by 2030, Deutsche Bank Research Institute

2. Federal Reserve Bank of New York (2025) Stablecoins and Crypto Shocks: An Update

3. Kendrick G., et al. (2025) Stablecoins Supply Projections and Treasury Market Implications, Standard Charter Digital Assets Research

4. Laboure, Marion and Siazon, Camilla (2025) Bitcoin vs. Gold: The Future of Central Bank Reserves by 2030, Deutsche Bank Research Institute

5. Willems, Adam (2025) “The Loophole Turning Stablecoins Into a Trillion-Dollar Fight”, Wired, September 3

6. Laboure, Marion and Siazon, Camilla (2025) Bitcoin vs. Gold: The Future of Central Bank Reserves by 2030, Deutsche Bank Research Institute

The post Could Stablecoins Reshape the Digital Future of Central Banking? appeared first on The European Business Review.

For years, B2B marketing has followed a familiar formula: more impressions, sharper targeting, faster optimisation. The assumption has been straightforward — reach the right people often enough, and results will follow.

Yet many CMOs and Marketing Directors are now confronting a different reality. Budgets continue to rise, dashboards appear healthy, but genuine influence feels harder to achieve. Attention is present, but trust is not.

In B2B marketing — particularly at the senior decision-maker level — attention does not equal persuasion. This is where thought leadership consistently outperforms paid advertising.

For B2B organisations focused on influence rather than interruption, thought leadership consistently outperforms paid advertising.

Senior decision-makers value credibility more than visibility

CEOs, board members, and senior executives do not experience marketing as consumers do. They are time-poor, risk-aware, and focused on long-term consequences rather than short-term signals.

When they encounter a brand message, the implicit question is rarely “Is this interesting?” It is far more often “Is this credible?”

Paid advertising, by design, signals persuasion immediately. Thought leadership operates differently. It leads with insight, context, and judgment — allowing influence to accumulate over time. Trust is built not through repetition, but through relevance, depth, and intellectual honesty.

This distinction matters because senior leaders are filtering harder than ever. They pay attention to where ideas appear, how arguments are framed, and whether content reflects real-world complexity rather than marketing certainty. Editorial-led thought leadership aligns naturally with how senior leaders think and make decisions.

Thought leadership compounds while advertising decays

Paid advertising excels at visibility. It creates awareness and reinforces recall. But its impact ends when spending stops. To remain present, brands must continue paying for attention.

Thought leadership behaves differently. A strong article, perspective, or interview continues shaping perception long after publication — particularly when it appears in trusted editorial environments. Influence compounds rather than resets.

This is especially important in B2B contexts, where sales cycles are long and decisions unfold gradually. By the time procurement processes begin, opinions are often already formed. Thought leadership influences those early, formative stages in ways advertising rarely does.

Trust is now the scarce asset in B2B marketing

As content volumes explode and automation accelerates, credibility is becoming rarer. Senior audiences are increasingly sensitive to tone, balance, and substance. They recognise generic messaging quickly — and disengage just as fast.

Thought leadership that acknowledges uncertainty, trade-offs, and complexity stands out precisely because it resists overconfidence. It mirrors how real decisions are made.

Advertising that promises certainty in uncertain environments may capture attention, but it often undermines trust. Thought leadership, when executed well, does the opposite.

The strongest B2B brands get the sequence right

This is not an argument against paid media. Advertising still plays an important role in reach, reinforcement, and amplification.

The problem arises when brands attempt to scale messages before earning credibility.

The most effective B2B marketing strategies follow a clear sequence:

1. Establish credibility through insight
2. Build trust through consistency and presence
3. Use paid media selectively to amplify what already resonates

When this order is reversed, paid media compensates for missing trust rather than reinforcing it.

What this means for Marketing Directors and CMOs

For marketing leaders, the challenge is no longer choosing between channels. It is deciding where credibility is genuinely built.

Dashboards can measure impressions, clicks, and conversions, but influence is often formed elsewhere — in the ideas leaders respect, the platforms they trust, and the perspectives that help them reframe their own challenges.

Increasingly, high-performing B2B marketing strategies combine editorial presence, consistent thought leadership, and selective amplification. In this model, paid media supports credibility rather than attempting to manufacture it.

The quiet advantage

In an era of constant noise, thought leadership offers something rare: permission to slow down and think.

That is why it resonates with senior decision-makers. And that is why, for B2B organisations focused on influence rather than interruption, thought leadership consistently outperforms paid advertising.

Not because it is louder — but because it is trusted.

Editorial note

TEBR works with organisations that want to build long-term credibility with senior decision-makers through editorial-led thought leadership.

To receive weekly perspectives on leadership, strategy, and influence, subscribe to TEBR Leader’s Digest.

The post Why Thought Leadership Beats Paid Ads in B2B Marketing appeared first on The European Business Review.

Adapting to change is a long-standing European strength—evident in everything from art and science to industry and institutions. But in an era of relentless disruption, European companies must blend tradition with speed by building agile operations, nurturing AI-ready talent, and scaling tech capabilities. Only by embedding resilience into your reinvention can Europe compete—and lead—on its own terms.

Europe is often called the ‘Old Continent’. This underscores our rich historical, cultural and institutional tradition of reinvention: from The Enlightenment and The Industrial Revolution to French cuisine and Italian art. But it also inspires less flattering connotations of a region that has been slow to adopt new technologies, lost its entrepreneurial zeal and been surpassed by the US and China.

The onus is on business leaders to forge a path between the past and the future, to reinvent for competitiveness without undermining their heritage.

Today, as global volatility accelerates, the onus is on business leaders to forge a path between the past and the future; to reinvent for future competitiveness without undermining their heritage. However, there is readiness gap. While 82% of European executives say they expect change to accelerate in 2026 (vs. 2025), only one-third (37%) feel fully prepared to respond to geopolitical (37%), economic (44%) and talent (52%) disruption.

European resilience is strong—but is not yet driving reinvention

Europe’s companies have shown impressive staying power. According to the third edition of our proprietary Resilience Index, they’ve strengthened financial and operational fundamentals and continue to lead globally on embedding sustainability across their organisations. Given the strong link between resilience and growth, this bodes well for European competitiveness.

However, this resilience is imbalanced. European companies have fallen behind in three critical areas: operational agility, talent readiness, and technological scale. These gaps threaten to dampen regional growth prospects and demand bold action.

Build operations that flex, not fracture

Persistent challenges, such as rising geopolitical complexity, a difficult macroenvironment and ongoing supply chain disruptions have exposed the limits of Europe’s operational models. Indeed, the ability of our businesses to manage risk and cost pressures has deteriorated faster than in other regions.

Farsighted companies are adapting: 63% identify improving forecasting, scenario planning, and risk management as a top priority. But agility remains limited: only 22% are using AI to completely redesign processes, presenting a major untapped opportunity for efficiency gains across the region.

What to do differently:

• Treat volatility as a design principle, not a problem
• Use AI and digital twins to reconfigure core processes, such as supply chains and manufacturing operations
• Build cross-functional, modular operating models that enable rapid scaling and redeployment of capabilities

Accelerate AI skilling before the workforce falls behind

Most European execs (90%) expect employee roles and responsibilities to change moderately or significantly due to AI implementation in 2026. However, just 30 % say their organization has embedded continuous learning related to new tech adoption.

Rigid learning systems, static job models and outdated skill assumptions are holding Europe back. Sharp post-pandemic rises in employee turnover and open vacancies have not been reversed—and are particularly concerning for Europe given ageing populations.

What to do differently:

• Get comfortable with humans and AI learning together through continuous co-learning
• Build AI literacy, flexibility, and autonomy across the workforce
• Redesign roles and success metrics to drive workforce augmentation alongside automation, and to raise human potential

Double down—and scale up—on technology

European companies are investing more in technology but not scaling fast enough. While 90% of execs in the region believe tech advancements positively impacted their organization’s resilience in 2025, the gap in areas such as AI, cyber and tech talent compared to the US remain wide.

The adoption and diffusion of AI, for example, remains tepid. While 84% of European execs plan to increase investments in AI in 2026 (vs. 2025) – more than half (56%) have yet to scale a major AI investment. Europe’s long tail of smaller companies is even further behind.

What to do differently:

• Pursue dynamic adaptability – beyond reliability, to a tech stack that flexes and scales securely under stress, and responds and optimises in real time
• Develop a strategic technology partner ecosystem to rapidly scale your innovations
• Build executive ownership and accountability for technology-driven transformation

Reinventing the European Way

The challenges facing European business leaders remain daunting—and the temptation to simply hedge against volatility is strong. But the path to competitiveness lies in doing the opposite: leaning into disruption as a catalyst for reinvention. Organisations can strengthen performance by diversifying supply chains, adapting products and services, and judiciously employing automation and augmentation to boost productivity. And all the while protecting every facet of their distinctive heritage, from brand and IP to people and purpose.

Rigid learning systems, static job models, and outdated skill assumptions are holding Europe back.

Europe must now strike a better balance between risk and opportunity. Today, the average European worker produces just 76% as much as their American counterpart, down from parity in 1996. If productivity remains stagnant, then one or all of our economic, geopolitical, social and environmental ambitions will have to be scaled back. As the EU Competitiveness Compass reminds us: “Europe’s competitiveness and what Europe stands for are inseparable.”

The choice is not between old and new but rather how to fuse them. By approaching resilience not as a static safeguard, but rather as a dynamic, evolving capability that can build long-term, profitable growth, Europe can transform its heritage into a source of enduring competitive strength.

About the Authors

Mauro Macchi is Chief Executive Officer, EMEA – Accenture

Dominic King is EMEA Lead – Accenture Research

Ladan Davarzani is a Senior Principal – Accenture Research

The post Europe’s Reinvention Challenge: Turning Heritage into a Competitive Edge appeared first on The European Business Review.

The Power of “Wearable Branding”

Unlike traditional marketing collateral, a high-quality wristwatch is a personal accessory that integrates seamlessly into the recipient’s daily life. When a company gifts a custom timepiece, it is not just providing a tool for timekeeping; it is claiming a space on the “wrist real estate” of its most valued stakeholders.

For employees, a watch is a badge of honor, often marking significant milestones such as a decade of service or the successful completion of a landmark project. For clients, it serves as a constant, subtle reminder of a reliable partnership. In both cases, the watch acts as a conversation starter, extending the brand’s reach into boardrooms and social circles far beyond the original recipient.

Customization: Beyond the Logo

True corporate gifting is about storytelling. A reputable manufacturer doesn’t just print a logo on a dial; they offer comprehensive OEM/ODM services that allow for deep customization. At Leedon Watch, the process begins with the selection of premium materials:

• Case Materials: From surgical-grade 316L stainless steel to lightweight titanium or luxurious bronze.
• Movements: High-precision Japanese (Miyota/Seiko) or Swiss movements that ensure long-term reliability.
• The Dial & Case Back: Subtle laser engraving on the case back or custom-embossed logos on the dial offer a sophisticated branding approach that whispers rather than shouts.
• Straps: Genuine leather, durable fluororubber, or solid steel bracelets to match the company’s aesthetic.

Why Quality Matters in B2B Gifting

In the B2B world, the quality of your gift is perceived as a reflection of the quality of your services. A cheap, malfunctioning watch can inadvertently damage a brand’s reputation. This is why sourcing from a manufacturer with a robust Quality Control (QC) system is critical.

Leedon Watch, with over 13 years of expertise, implements a rigorous multi-stage inspection process. From the initial 10ATM water-resistance testing of diver watches to the final aesthetic check under magnification, every timepiece must meet international standards. This commitment to quality ensures that the gift remains functional and beautiful for years, mirroring the longevity of the business relationship it celebrates.

Sustainability and Craftsmanship

As corporate social responsibility (CSR) becomes a priority, businesses are looking for gifts that are built to last rather than contribute to “throwaway culture.” A mechanical or high-end quartz watch is inherently sustainable due to its durability. By choosing a manufacturer that adheres to ethical production standards and uses recyclable materials like stainless steel, corporations can align their gifting strategy with their sustainability goals.

Conclusion

A custom watch is more than an instrument to measure hours; it is a vessel for a brand’s values, a tribute to human achievement, and a testament to enduring partnerships. For businesses looking to make a lasting impression, the path leads to bespoke horology.

Whether you are looking to launch a limited-edition series for a product launch or reward your executive team, the expertise of a dedicated manufacturer ensures your vision is translated into a masterpiece. Invest in a legacy, not just a gift.

The post Timeless Precision: The Strategic Value of Custom Corporate Watches in Modern Branding appeared first on The European Business Review.

In today’s interconnected environment, learn more about global workforce solutions as they become a crucial component for businesses aiming to thrive. These solutions enable companies to access a diverse pool of talent, fostering innovation and competitiveness. For European industries, understanding and leveraging these solutions is vital for overcoming recruitment challenges. By integrating these approaches, businesses can bridge gaps in talent and drive growth.

The Strategic Edge of Global Workforce Solutions for Energy Professionals

For energy professionals, partnering with a global workforce solutions provider offers a strategic advantage over relying solely on local recruiters. These providers offer access to a broader and more diverse talent pool, essential for driving innovation and maintaining competitiveness in the energy sector. This diversity can lead to fresh ideas and perspectives that drive competitiveness. For many European businesses, this means not only filling vacancies but also enriching their teams with skills that are otherwise hard to find locally.

Overcoming cross-border recruitment challenges often involves navigating complex regulatory environments. However, global workforce solutions help streamline these processes, making it easier for companies to recruit skilled professionals from around the world. This ability to attract and integrate international talent strengthens organizational resilience and adaptability in rapidly changing markets.

Global workforce solutions providers also bring sophisticated technology platforms and data analytics capabilities that local recruiters often lack. These advanced systems enable real-time tracking of talent availability across multiple markets, predictive analytics for workforce planning, and comprehensive compliance management tools. Energy companies can leverage these technologies to make more informed hiring decisions, reduce time-to-hire metrics, and optimize their workforce composition based on project demands. The scalability offered by these platforms means that whether you need to staff a single specialist role or mobilize an entire project team across multiple countries, the infrastructure is already in place to support rapid deployment and seamless integration.

Impact on Energy and Engineering Industries in Europe

The energy and engineering sectors in Europe have seen significant benefits from global workforce solutions. These industries often require specialized skills that are scarce locally but readily available globally through an international recruitment agency. By tapping into this broader talent pool, companies in these sectors have been able to maintain competitive advantages and innovate more effectively.

Examples abound of successful integrations where European businesses have harnessed global talent to tackle complex projects. Many engineering firms have used international teams to bring diverse expertise and technical prowess to ambitious infrastructure projects. This strategic use of global workforce solutions highlights their crucial role in sustaining industry growth and innovation.

Challenges in Implementing Global Workforce Strategies

Navigating the challenges of implementing global workforce solutions involves understanding regulatory compliance across different jurisdictions. Companies must ensure they adhere to local employment laws while managing cultural integration within their teams. This requires strategic planning and effective management practices to foster a cohesive work environment.

Strategies for managing these challenges include leveraging the expertise of an international recruitment agency that understands the nuances of cross-border employment. By doing so, you can effectively align your business practices with legal requirements while promoting cultural harmony among diverse team members. This approach maximizes the benefits of a global workforce while mitigating potential pitfalls.

Emerging Trends and Future Opportunities in Workforce Solutions

The landscape of global workforce solutions is evolving, offering new trends and opportunities for European businesses. As technology advances, virtual work environments are becoming more prevalent, allowing companies to access talent without geographical constraints. This shift presents opportunities for organizations to leverage diverse skill sets from around the globe.

Looking ahead, businesses that embrace these emerging trends will position themselves for sustainable growth and innovation. By continuously adapting their strategies to incorporate cutting-edge workforce solutions, companies can maintain a competitive edge in dynamic industries. Engaging with an international recruitment agency will remain a key strategy for accessing top-tier talent worldwide.

The post Why Energy Professionals Should Partner With a Global Workforce Solutions Provider, Not Just a Local Recruiter appeared first on The European Business Review.

The increasing reliance on AI tools is evident from the data. Reports show a growing trend of marketing platforms adding AI features for help with content creation. Experts have observed gains in team productivity and quicker processing of large data sets. Still, it’s key to remember that AI is just a tool that should be part of a larger strategy and workflow, instead of some perfect fix.

The Role of AI in Content Marketing for Service Companies

AI is good at handling everyday tasks, making content faster, and cutting down on manual data work. This is really helpful for service companies that need their content to be correct, well-organized, and up to industry standards.

At Soltaros OÜ, the main value of artificial intelligence is seen in analysis rather than in automatic text creation. For AI tools to be useful, clear guidelines, style limits, source checking, and careful human review are required. When these elements are in place, AI can be used efficiently in practice.

Data and Trends: How AI Is Changing the Landscape

AI is now used in most parts of content creation. Industry reports show that it supports audience analysis, topic selection, and performance measurement. In practice, this means that content planning becomes faster, and early research takes less time. The same tools also help teams keep their communication consistent across different channels.

Key Ways to Use AI in Content Marketing

1. Topic and Audience Research

AI can go through huge amounts of data like search questions, writings, and the actions people take. This lets it find popular subjects and split people into groups based on what they like. Soltaros OÜ thinks this way of doing things is very helpful for business content, where using the right words and knowing the background is super important.

2. Planning and Framework Definition

AI can suggest article structures or posting plans, which reduces preparation time. However, Soltaros professionals point out that it is important to set clear rules for style, length, and wording first. Without these guidelines, the results may not match expectations.

3. Draft Creation

AI tools can create initial text drafts, assist with fact gathering, and propose different wording options. However, Soltaros stresses that such a draft is only a starting point. It must always be reviewed and edited.

4. Search Engine Optimization

AI analyzes keywords and text structure, suggests headings and subheadings, and helps organize internal linking. It is important that optimization is based on meaning, not just on keyword frequency.

5. Performance Analysis

AI looks at things such as views, how long people stay on a page, and what links they click. This offers a fast way to see how well content is doing. The experts at Soltaros say that while automated analysis helps when looking at different types of content, a person should make the final decision.

Practical Examples: How AI Can Be Used in Daily Processes

1. Building a Content Pipeline

To get started, a clear sequence of steps should be used. First, style guidelines are defined. Next, AI tools are set up. Then, the tools are tested on one type of content. Soltaros OÜ suggests introducing AI gradually so that content quality is maintained and risks remain low.

2. Maintaining Brand Consistency

AI can check if writing follows brand rules, uses the right terms, and keeps the correct tone. This is very important for service companies, where each piece of content impacts how knowledgeable they seem.

3. Scaling Without Losing Control

Soltaros OÜ’s team uses a system where templates and rules are used for different content types. This makes production faster while keeping quality standards.

Risks and Limitations: What to Keep in Mind

1. Source Quality

AI works based on available data. If the sources are inaccurate, the result will also be low quality. Therefore, facts must always be checked and information verified.

2. Style and Uniformity

Automation can lead to texts becoming too similar. To avoid this, human editing is required, and clear requirements for content structure must be developed.

3. Data and Confidentiality

AI tools process large volumes of information. It is therefore necessary to develop internal rules for data access and storage to reduce risks.

Recommended Structure for Materials Created with AI

Defining the Purpose

Every piece of content should start with a defined aim, stated plainly. For example, this could be to describe a procedure or summarize present methods.

Source Selection

Analytical reports, industry research, and data are favored. Citations back up the info and add to trustworthiness.

Drafting and Editing

A first version is written. Then, an editor checks facts, simplifies language, and makes sure terms are consistent.

Compliance Review

The text is read to make sure it fits brand rules, has a logical flow, and cuts out repeated information.

Measuring Impact

Metrics are checked on a regular basis to see how content influences the audience. These numbers are then used to make future content better.

Conclusion

AI in content marketing is a valuable tool that helps speed up research, improve planning, and simplify result analysis. For service companies, this means a more stable production cycle and better content consistency. The Soltaros OÜ approach is based on combining automation with editorial control. This makes it possible to maintain a neutral tone, accuracy, and clear structure of materials. AI does not replace expertise, but strengthens it. As a result, AI becomes not a separate solution, but part of a systematic approach to content work.

The post AI in Content Marketing: Top Ways to Use It According to Soltaros OÜ appeared first on The European Business Review.

1. Hiring the right people

One of the most important parts of HR is bringing the right people into the business. This goes beyond posting a job ad and reading resumes. A good HR manager understands what the role actually needs, what type of person will fit the team, and how to spot potential early on.

That means writing clear job descriptions, asking the right interview questions, and working closely with hiring managers. Getting this right saves a lot of headaches later, because hiring the wrong person can affect morale, productivity, culture, and so much more.

2. Handling employee issues

Employee issues come up in every workplace. This might involve disagreements between staff, performance concerns, complaints, or personal issues affecting work. HR managers need to be approachable, calm, and fair when handling these situations.

People often just want to feel heard. Knowing how to listen, ask the right questions, and respond appropriately helps resolve problems before they escalate. This skill is about people management just as much as policy knowledge.

3. Training staff

Workplaces are constantly changing, and skills can become outdated quickly. HR managers are often responsible for identifying where training is needed and helping staff grow. This could involve organising internal training, bringing in external providers, or setting up development plans. When staff feel supported in learning new skills, they are more likely to stay engaged and loyal to the business.

4. Managing performance

Performance management is not just about annual reviews. It is an ongoing process of setting expectations, giving feedback, and recognising effort. Good HR managers help managers have better conversations with their teams. This includes setting clear goals, addressing underperformance early, and celebrating wins when things go well. When performance management is handled properly, it feels supportive rather than intimidating.

5. Good understanding of pay and benefits basics

While HR managers may not always run payroll directly, they need a solid understanding of pay structures and benefits. This includes wages, bonuses, leave entitlements, superannuation, and other benefits offered by the business.

Employees often turn to HR with questions about their pay or benefits, so being able to explain things clearly and accurately is essential. It also helps HR managers ensure the business stays competitive when attracting new staff.

6. Supporting change at work

Change is a constant in most workplaces, whether it is growth, restructuring, new systems, or new leadership. HR managers often help guide staff through these changes. When implementing changes, there needs to be clear communication, managing uncertainty, and providing support to managers and employees during transitions. Handling change well can make a big difference to how smoothly it all unfolds.

7. Building an inclusive workplace

Creating an inclusive workplace is about more than meeting diversity targets. It is about making sure people feel respected, supported, and able to contribute. HR managers play a key role in setting policies, running training, and promoting fair practices. When inclusion is taken seriously, it can improve teamwork, innovation, and overall workplace culture.

8. Sorting out workplace conflicts

Conflict happens, even in healthy workplaces. HR managers often step in to help resolve disputes before they damage relationships or productivity. This might involve mediation, guiding conversations, or assisting people to understand each other’s perspectives. Strong conflict resolution skills help maintain a functional and respectful workplace.

9. Working with unions

In some industries, HR managers work closely with unions. This requires an understanding of enterprise agreements, negotiation processes, and legal obligations. Building respectful relationships with unions can help prevent disputes and support smoother operations, especially in larger or unionised workplaces.

How to become an HR manager

Many HR managers start in entry-level HR roles and work their way up through experience. Formal study can also play a big role, especially for those looking to move into leadership positions. Completing further education, such as an MBA qualification, can help build strategic thinking, leadership skills, and business knowledge that support a successful HR management career.

Final thoughts

Being a human resources manager is about much more than policies and paperwork. It is a people-focused role that requires strong communication, practical problem-solving, and a good understanding of how businesses work. For those who enjoy working with people, guiding change, and shaping workplace culture, HR management can be a rewarding and impactful career path.

The post Skills Needed to be a Human Resources Manager appeared first on The European Business Review.

Although mail has been around for over 50 years, it’s true to say that many companies still struggle to exploit it to its full business potential. Here is some well-targeted advice if you’re among those who suspect that their emails just aren’t delivering.

Email has never lost relevance. The sad truth is that some people just stopped respecting it.

Inbox fatigue, privacy changes, and tighter filtering have made lazy email strategies expensive. What does success look like with email? It’s someone who’s diligent about checking all of the boxes.

The brands still winning with email aren’t louder. They’re cleaner, more intentional, and deliberately more human.

If you’re heading into 2026 with the same approach you used a few years ago, this checklist is a chance to reset. The basic principles remain, but a little polishing is in order. You don’t need to rebuild everything, but it’s a good idea to remove friction and waste, and uncover some of the damage you may not see yet.

Think of this as a strategic tune-up for your email program, rather than a tear-down.

Start with list reality, not list size

Before touching subject lines (always a good idea) or automation flows, take an honest look at your email list.

How much of it is actually reachable?

Many organizations unknowingly send campaigns to email addresses that are outdated, mistyped, abandoned, or were never valid in the first place. These addresses don’t just fail to convert. They quietly hurt deliverability, reputation, and future inbox placement.

Some think: “What’s the harm in keeping those email addresses?” Or, “I don’t want to see that reduction in the size of the list.” They don’t realize that all bad data does is weigh you down and hurt your email deliverability, which is the rate at which emails hit the inbox.

Refreshing your email strategy gets you the answer to a very simple question: Who can actually receive this message today?

If you don’t know the answer, nothing else on this checklist matters yet. The fortunate thing is that the answer to this question is easily obtainable, no matter what size your company’s email lists are.

Validate your email data before you optimize anything else

Email validation is often treated as a technical task for your email database. In reality, it’s a strategic decision that affects every facet of your business.

Validating your email list removes bad email addresses, which reduces spam complaints and improves sender reputation across mailbox providers. But, more importantly, it gives you a foundation based in reality (real email addresses) from which to work from.

Without email validation, metrics lie.

Open rates look lower than they should. Engagement appears weaker. A/B tests produce misleading results. You may think content is the problem when the issue is that a portion of your audience no longer exists or, even worse, the addresses are spam traps.

Email validation isn’t something to do once and forget. It belongs in your regular workflow, especially if you’re collecting addresses through multiple channels, partners, or legacy systems.

Clean data makes every future decision clearer, and augments any possible result.

Re-examine how and why you collect email addresses

Many email lists grow without any real plan. Email addresses are added into the email list like pennies and nickels being dropped into the coin jar.

Some companies have a form here or a checkbox there, and email addresses are compiled. Sometimes there’s a giveaway that requires the recipient to offer up their email. Over time, you end up with a database of email addresses that don’t reflect real interest or clear consent. It’s time to re-examine how your company gets and processes email addresses.

Refreshing your strategy means tightening the front door.

• The first step is to be sure that everyone who gives up their email address gives express permission. The easiest way to do this is to use double opt-in. Each person who signs up receives an automatic email with a unique link. If they want to be let on the list, they have to click that link. Of course, you’ll include some succinct copy that explains that they’re giving you permission to do this.
• Ask whether each sign-up point clearly communicates value. Also, ask whether subscribers know what they’re signing up for.
• But there’s also a question you need to ask yourself. Ask whether you’re optimizing for volume or relevance. Are you just trying to place your form where you can get the most traffic? Or are you calibrating your sign-ups to ensure you’re attracting the right people?

Smaller, healthier lists consistently outperform larger, noisier ones. That means that what matters most is intention. What a lot of people don’t realize is how often bots can find your forms and try to add bad email addresses. That’s why the more precautionary measures you take, the better.

To keep bots and fake sign-ups at bay, it’s smart to add a real-time email verifier to all of your forms. Also a good idea is to use CAPTCHA to add an additional layer of protection.

Segment based on behavior, not assumptions

One of the most common mistakes in email strategy is over-segmenting by demographics while under-segmenting by behavior.

What people do tells you more than who or where they are.

Who opens regularly? Who clicks but never converts? Who hasn’t engaged in months but hasn’t unsubscribed? These signals help you tailor messaging without adding complexity. Here’s where having the right tools to track subscriber behavior becomes invaluable.

Behavior-based segmentation only works better when your list is cleaned. When you remove inactive addresses, engagement data becomes more reliable, and that makes segmentation decisions easier and more effective. You also save resources, since email marketing platforms charge based on the number of contacts and how many emails you send.

Audit deliverability as a business risk, not a technical detail

Email deliverability is often invisible until it breaks.

Messages quietly land in spam. Promotions tabs become black holes. Teams assume that audiences lost interest when, in reality, messages stopped reaching them.

Refreshing your email strategy means treating deliverability as a business concern, not just something to throw over the wall to the IT team. Everyone involved in email should have a working knowledge about email hygiene.

Authentication protocols, sending consistency, bounce rates, and complaint levels all play a role in the success of your company. If people get bounces and your team doesn’t know that this is problematic, they’re involuntarily hijacking your success.

Email validation and following the proper sending protocol directly support the whole company. It helps you gain trust with mailbox providers, so it’s worth the effort, as it impacts revenue directly.

Start writing emails that sound human again

Automation and AI didn’t ruin email. Impersonal automation did.

As part of your refresh, read your emails out loud. If they sound like a system talking to a segment, they probably are. You can use AI to get ideas or catch mistakes, but the bulk of each email should be written by humans and for humans.

The most effective email in 2026 will continue to feel human, not AI-generated. What does that mean for you? Clear intent. Plain language. Fewer buzzwords. More respect for the reader’s time. Avoid AI slop like your life depends on it.

Clean email lists amplify this effect. When messages reach real people who opted in and remain reachable, tone matters more. You’ve got the right contacts, so reach them in a human way.

Reset expectations around engagement, not just performance

One of the quiet dangers in email strategy is mistaking reach for resonance. Maybe people are opening your emails because they are so relevant to them. But what happens if you start “phoning it in”?

A campaign can technically “perform” while still training subscribers to ignore you. High send volumes, frequent promotions, and constant calls to action may look productive on a dashboard, but they often erode long-term attention. This is especially true if you start becoming repetitive.

Refreshing your email strategy means redefining what success looks like. Instead of asking only how many people clicked, ask whether the email deserved their time. Did it clarify something? Did it help a decision? Did it strengthen trust?

Refreshing your email strategy means redefining what success looks like. Instead of asking only how many people clicked, ask whether the email deserved their time.

This is where email validation plays an indirect but important role. When your list is clean, engagement signals are more honest. You’re not mistaking silence from invalid addresses for lack of interest, or inflated send volume for influence.

Engagement is not just a metric. It’s a signal of relationship health. A refreshed strategy treats it that way. Along with whether you’re sending an email to the right person, you need to be sure that it ticks the relevancy box every single time. If it doesn’t, don’t send that email.

Make email list health routine, not a casual affair

Refreshing your email strategy isn’t an annual initiative.

The most resilient organizations build email list hygiene into their company culture. They validate email data regularly. They remove inactive addresses intentionally. They understand that reaching the inbox is the result of intentionality, not something that happens by accident.

When validation is routine, email becomes more predictable, more effective, and less stressful. But, does the whole team know this?

Find ways to teach all of your employees about the importance of verifying email data and avoiding bad behavior like emailing people endlessly that don’t respond. Some employees may not know that you shouldn’t test an old email address by trying to send a test email. If it bounces, you’re chipping away at sender reputation. It jeopardizes your whole email program.

The real goal is to move your organization in a direction that uses data optimally, and reduces bad data at every opportunity.

A final check before you hit “send” in 2026

Before launching your next campaign, ask yourself if you and your organization are doing everything to ensure the following:

• Am I sending to people who can receive our emails?
• Am I measuring performance of clean data?
• Am I earning attention, not assuming it?

If the answer to those questions is yes, your email strategy is already ahead of most.

Email still works. It just works best when you treat it like a relationship, and something that requires your maintenance. Ask any email marketer and they’ll tell you that the more you put into your emails, the more you’ll get back.

To sum up, 2026 is a great year to be intentional and human. You can do both even better when you maintain a commitment to quality email data. The better your email list, the better your results will be.

About the Author

Liviu Tanase is the founder and CEO of ZeroBounce, an email validation and deliverability company serving more than 500,000 customers worldwide. Need to clean your email list? Try ZeroBounce for free and consider ZeroBounce ONE – the all-in-one platform that gives you the tools you need to reach the inbox.

The post Tune Up your Email Strategy for 2026 appeared first on The European Business Review.

Media Agency 

First, you might want to think about hiring a media agency. The big benefit of a media agency such as Excite OOH is that they can help you put your business on the map. There are lots of different media agencies that you can partner with so it’s important to make sure that you are choosing the best one for your needs. Make sure that you think about the reviews and ensure that everything is going to work the way that you want it to. 

PR

Next, you should make sure that you are thinking about using PR to your advantage as a business owner. PRess releases are essentially a way to directly market to your target audience without them realising that you are marketing to them. This can mean that it is far more effective compared to all other types of marketing. In terms of how to set up a PR campaign or strategy, you might need to think about working with a PR agency. You will also need to create newsworthy stories around your business. These can not be purely promotional. Instead, you should make sure that you are thinking about elements such as social stories or viral worthy updates. We’ll dive into this more a little further down.

Social Engagement 

Another point worth thinking about is social engagement. If you want to grow the reach of your brand, then an easy option is to make sure that you as active as possible with your business on social media. The first step is to think about the social networks that are going to appeal to your specific target audience. Depending on your business profile this could include options such as Instagram, X, or LinkedIn. If you are running a B2B business, then you might want to think about exploring options like LinkedIn whereas if your product or service has an attractive aesthetic, then Instagram is likely to be the best answer and biggest opportunity. The best way to make sure that you are targeting the right social networks is to use buyer personas. These can be created by surveying your customers. 

Guerilla Marketing 

Next, you should make sure that you are thinking about exploring guerilla marketing. Guerilla marketing refers to any campaign that is designed to make the promotion more of an event than simply marketing. There are lots of different options when it comes to guerilla marketing. For instance, you could think about getting team members out onto the streets. This is just one possibility. There are guerilla campaign options online as well which is perfect if you are running an ecommerce company.

Mail Campaigns 

Another option to think about is mail campaigns. Mail campaigns tend to get a poor rep in the media. However, they can provide real benefits to companies looking to grow their brand reach as quickly as possible. The biggest advantage? Mail campaigns include flyers have ridiculously high open rates compared to other possibilities including emails. They can also be more targeted and it’s often easier to segment your audience which is perfect if you want to make your campaign more appealing overall. 

Philantropy 

Going back to PR campaigns, you need to make sure that you are creating a great story for your business. One of the best ways to do this is to embrace a philanthropic edge with your company. There are lots of different ways that you can do this. For instance, you might want to think about exploring setting up a charity connected to your business. Or, alternatively, you could think about supporting an existing company in your business model. This sends a strong message to your customers and clients that your business cares far more about simply profits and crunching numbers. 

Video Campaign 

Next, you should make sure that you should think about exploring setting up a video campaign. The big issue with this is the cost but it can pay off in a big way if you take the right steps. For instance, you should make sure that you are hiring a professional video production service. In terms of creating a video, you need to make sure that you are creating the right brief for your team to follow.

PPC 

Another point worth thinking about is a PPC strategy. With the right PPC strategy, you can make sure that people are going to be able find you in the ads online. This is important because 30% of people continue to click on the sponsored links in the search before they move onto the organic results. This is why it’s important to make sure that you are thinking about setting up a brand campaign on PPC. This is an option that you can explore on Google Ads, Microsoft Ads, or even Facebook Ads. The right choice here is going to depend on your brand specifically. 

White Papers 

Last but certainly not least, you might want to think about creating white papers. While this won’t work for every business, it could be particularly beneficial for B2B businesses as a white paper will help you create the impression of yourself as a thought leader. In terms of how to create a white paper, you might want to think about hiring a professional marketer to ensure that you are creating the right impact with quality content here. 

We hope this helps you understand some of the key steps that you can take to ensure that you are able to expand your reach. In doing so, you can make sure that you are building up your customer list and creating a group that you can depend on.

The post Here’s How To Expand Your Brand Reach appeared first on The European Business Review.

In this installment, we sit down with Christy Lee, founder and CEO of Seventh House Marketing. She shares how she scaled a fast-growing agency, embraced a hands-on approach to leadership, and built a brand rooted in agility, creativity, and community.

Thank you for meeting with us today, Christy! It’s such an honor. You launched Seventh House Marketing in February 2024 and quickly scaled to over 50 clients, which is no small feat. What was the moment you realized this wasn’t just a freelance pivot, but a real company?

Of course! Excited to chat. It’s funny because starting an agency had been a dream of mine for years, so it wasn’t necessarily a plan B freelance pivot just to make enough money to tie me over until my next corporate job. What I could have never predicted, though was our growth trajectory and some of the things we’ve been able to accomplish in such a short amount of time.

Before founding it, you were an in-house CMO. Were there any gaps or frustrations in traditional brand marketing that pushed you toward building your own agency?

I wanted to create something of my own where we could act at a moment’s notice, while other teams are still on their 10th round of approvals before they can get something live. 

I think, naturally, the bigger and more structured a team is, the more red tape you’re going to have to go through to bring an idea to fruition. I really enjoyed my time working in-house, but there were times when I couldn’t bring a vision to life exactly how I wanted, which was disappointing of course, since I’m such a creatively driven person. With my own agency, my goal was really to move at the speed of culture. Social media is already such a fast-paced industry, so I wanted to create something of my own where we could act at a moment’s notice, while other teams are still on their 10th round of approvals before they can get something live.

You’ve spoken openly about taking a “scrappy” approach early on, doing everything yourself. Which parts of that phase were most valuable and what were the hardest to outgrow?

I really tapped into a part of me I didn’t know I had in the beginning stages of building Seventh House Marketing. I was presented with problems I didn’t have the first clue in solving, but who else was going to figure it out but me? So, I learned how to make anything possible with the resources at hand. I honestly believe there has never been a better time to build a business because of how much access we have to information online. You can start with a simple Google search and build something brilliant from the ground up.

As a Gen Z founder, how do you think your approach to content and community-building differs from older generations in marketing?

My team and I know how to market to our clients’ target audience because we are the target audience. We are immersed in the culture in both our professional and personal lives, which gives us that first-hand edge to understanding what works and what doesn’t.

Under your leadership, Seventh House Marketing now sits at the intersection of brand marketing and the creator economy. How has your experience on both the brand and influencer sides shaped the way you advise clients today?

My experience is kind of unique because I’ve seen social media from all sides. I’ve worked in-house, so I get the brand and client perspective. I’ve been on the influencer side as a personal content creator, doing brand deals with some of the biggest brands in the world. And then there’s the agency side building Seventh House and working with clients across tons of different industries. All of that helps me understand what actually works from every angle

Speaking of leadership, being part of Forbes 30 Under 30 is another major milestone! How did that recognition impact your business, or perhaps your own confidence as a founder?

Thank you! It sounds so cheesy, but it really was a dream come true and something I’ve had on my vision board for years. As far as direct impact from getting on the list, I wouldn’t say there were any dramatic changes. It definitely added credibility, and we saw an increase in client inquiries, but the most meaningful part was all the kind words I received from aspiring or current female entrepreneurs telling me that I made them believe they could achieve the same. I don’t come across many female founders (and even fewer female founders of color) so being that representation for someone else is incredibly important to me.

Many Gen Z founders are building companies amid economic uncertainty. What advice do you have for young entrepreneurs who feel like they need to wait for the “perfect” time to start?

It doesn’t exist. A version of you years down the road will always look at V1, and think it’s bad (and probably a little embarrassing), but the thing is, you cannot get to that point unless you start it, and you start it badly. The feeling of being “ready” is also sort of a myth to me because, in my opinion, if you feel with absolute certainty you are ready to take the huge leap that is your entrepreneurial journey, you probably could’ve done it a lot sooner.

What’s a misconception people have about running a digital marketing agency—or about Gen Z founders in general—that you’ve had to challenge?

That we’re lazy mostly, haha. It’s something I’ve faced with older colleagues in business, and I don’t take offense to it at all. Our work speaks for itself, but I also think that stereotype is a product of our generation, constantly questioning things and wanting to find new ways to do things, which I love. I approach projects with a curious mind, always wanting to push the boundaries of what’s industry “best practice,” and that has been a huge contributor to our growth.

Looking ahead, how do you see Seventh House Marketing evolving?         

I want to work on projects that don’t just serve brands, but transform the way they connect with their audiences and make an impact that lasts.

I want Seventh House Marketing to be a household name. I see us as not just the leading creative agency in our space, but also as a go-to thought leader on marketing, social media, and content creation through our educational sister brand, Seventh House Academy. I want to work on projects that don’t just serve brands, but transform the way they connect with their audiences and make an impact that lasts.

For Gen Z readers who also dream of turning a side hustle into a full-time business, what would you want to say to them?

Start small and build from there. When you’re just starting out, everything you do matters, so do it with intention- your customers will notice. That said, don’t wait for things to be perfect before they exist. Move quickly, get them out into the world, and then constantly adapt. I’ve noticed there’s a point where some founders start going on autopilot, and the difference between a small side hustle and a full-time business is consistently leveling up in every aspect of what you do. That’s what’s going to get you to the top.

Executive Profile

Christy Lee is the founder and CEO of Seventh House Marketing and Seventh House Academy. She helps brands create authentic, streamlined content through social media strategy, consulting, and one-day or remote product shoots, while also providing educational resources through the Academy to teach marketing, content creation, and social media skills.

The post How Gen Z Founder Christy Lee is Redefining Modern Marketing Agencies appeared first on The European Business Review.

This article argues that modern leadership goes far beyond authority and titles. It highlights five essential competencies—emotional intelligence, adaptability, strategic thinking, inclusive leadership, and decisiveness—as the skills that separate struggling organizations from resilient, high-performing ones. Through real-world examples and practical insights, the piece emphasizes that effective leaders must stay human, flexible, forward-thinking, and action-oriented in an unpredictable business environment.

Leadership today isn’t what it used to be. Gone are the days when you could just bark orders and expect results. The modern business world is messy, unpredictable, and frankly, kind of exciting if you know how to navigate it.

I’ve been watching leaders struggle (and some absolutely nail it) through everything from tech disruptions to global pandemics. What I’ve noticed is that the ones who thrive don’t just manage—they adapt, connect, and make tough calls when it matters most.

I’m diving into five leadership competencies that I think are absolutely crucial.

Emotional Intelligence: The Game Changer Nobody Talks About Enough

Let’s start with something that makes a lot of traditional executives uncomfortable—feelings. Yeah, I said it. Emotional intelligence isn’t some touchy-feely concept that belongs in HR training videos. It’s the difference between leaders who inspire loyalty and those who watch their best people walk out the door.

I remember working with a CEO who could read a room like nobody’s business. During a particularly brutal quarterly review, instead of just delivering bad news and moving on, he acknowledged how everyone was feeling. “I know this sucks,” he said. “We’re all frustrated, and that’s okay.” Then he shifted the conversation to solutions. That’s emotional intelligence in action.

The data backs this up, too. Companies with emotionally intelligent leaders see 20% better business results. But here’s what the studies don’t capture—the day-to-day moments that build trust. It’s the manager who notices when someone’s struggling and offers support. It’s knowing when to push and when to pull back.

Want to get better at this? Start small. Pay attention to the energy in meetings. Ask “How are you really doing?” and actually listen to the answer. Create space for people to be human at work. Trust me, your bottom line will thank you.

Adaptability: Rolling With the Punches (And Sometimes Throwing a Few)

If 2020 taught us anything, it’s that your five-year plan might become irrelevant overnight. I watched companies that had been around for decades either pivot brilliantly or completely fall apart. The difference? Leaders who could adapt without losing their minds.

Take restaurants during the pandemic. Some owners sat there complaining about lockdowns. Others transformed their entire business model in weeks. One local place I know went from fine dining to meal kits to virtual cooking classes. Their revenue actually increased. That’s not luck—that’s adaptability.

Being adaptable doesn’t mean being wishy-washy. You need core principles that don’t change, even when everything else does. Your values, your commitment to your people, your quality standards—these stay constant while your methods evolve.

The best leaders I know are constantly learning. They’re not afraid to say “I don’t know” or “Let’s try something different.” They encourage their teams to experiment, fail fast, and learn faster. When you’re implementing new HR solution approaches, for instance, adaptable leaders don’t just mandate change—they involve their people in figuring out what works.

Strategic Thinking: Playing Chess While Everyone Else Plays Checkers

Strategic thinking sounds fancy, but it’s really about connecting dots that others can’t see yet. It’s looking at today’s decisions through tomorrow’s lens. And honestly, most leaders are terrible at it because they’re too busy fighting fires to think about preventing them.

I know a tech startup founder who, back in 2018, started preparing for a recession that hadn’t happened yet. Everyone thought she was paranoid. When COVID hit and venture funding dried up, guess who was the only company in her space that didn’t have to lay people off? She’d built cash reserves, diversified revenue streams, and created flexible cost structures.

That’s strategic thinking. It’s not about predicting the future—it’s about being ready for multiple futures.

Schedule time for thinking. Block out hours each week just to think about where your industry is heading. Read stuff outside your field. Talk to customers about their long-term challenges, not just immediate needs. Ask yourself, “What would we do if our biggest competitor disappeared tomorrow?” or “What if our main revenue source became obsolete?”

The goal isn’t to have all the answers. It’s to ask better questions.

Inclusive Leadership: Beyond the Buzzwords

“Inclusive leadership” has become corporate speak that makes people’s eyes glaze over. But strip away the jargon, and you’re left with something powerful: getting the best ideas from everyone, not just the loudest voices in the room.

I’ve seen this play out in real time. A software company was struggling with user adoption among women. For months, the (mostly male) leadership team threw solutions at the problem. Nothing worked. Finally, someone suggested actually asking the women on their team what they thought. Turns out, the onboarding process had subtle barriers that the leadership team never noticed. Three small changes later, their female user base doubled.

That’s what inclusive leadership looks like in practice. It’s not about checking diversity boxes—it’s about recognising that different perspectives lead to better solutions. The research is clear: diverse teams outperform homogeneous ones by 35%. But the real magic happens when you create an environment where people feel safe to disagree with you.

How do you build this? Start by examining who gets heard in your meetings. Who gets interrupted? Whose ideas get credited? Then change the dynamics. Rotate who leads discussions. Use an anonymous idea submission. Most importantly, admit when you’re wrong and give credit where it’s due.

Decisiveness: The Art of Good-Enough Decisions

You’ll never have enough information to make perfect decisions. Ever. The leaders who succeed are the ones who can make good-enough decisions with incomplete data and adjust as they learn more.

I watched a manufacturing company’s leadership team spend six months analysing whether to expand into a new market. By the time they decided, two competitors had already established themselves there. Meanwhile, another company I know made the same decision in six weeks, entered the market, learned what worked, and adapted quickly. Guess who captured more market share?

But decisiveness isn’t about being reckless. It’s about setting decision deadlines, gathering the most important information, and then committing to a direction. You can always course-correct later, but you can’t get back time lost to indecision.

The trick is building systems that support quick decision-making. Define what information you actually need (not everything you want). Set clear criteria for decisions. And here’s the big one: create a culture where changing course isn’t seen as failure—it’s seen as learning.

The Reality Check

Developing these competencies isn’t a weekend workshop kind of thing. It takes time, practice, and probably some uncomfortable feedback along the way. You’ll mess up. I’ve seen brilliant leaders stumble because they thought they had it all figured out.

Great leaders keep working on themselves even when they don’t have to. They seek feedback, admit mistakes, and genuinely care about the people they lead.

So here’s my challenge to you: pick one of these areas and commit to getting better at it over the next 90 days. Not perfect—just better. Because in the end, leadership isn’t about being flawless. It’s about being human enough to connect with people and skilled enough to guide them toward something better.

The businesses that thrive in the coming years will be led by people who master these competencies. The question is: will that include you?

About the Author

Peter Fenley is a tech and business writer specializing in how digital innovation impacts modern organizations. With a background in emerging technologies, entrepreneurship, and market strategy, he breaks down complex topics—from AI and data to leadership and growth—into clear, practical insights for business leaders and professionals.

The post 5 Leadership Competencies Every Modern Business Needs appeared first on The European Business Review.

Companies are scrambling to find faster and more agile ways to connect with customers, partners, and employees, and will increasingly rely on solutions that ease access to the digital world. A QR code generator can help businesses eliminate the physical-to-digital gap, giving people the power to access information in an instant.

Why the QR Code Generator Has Become a Strategic Business Tool

The present-day QR code generator is more than just a static black-and-white square. Businesses can use a generator to create dynamic, trackable, and branded QR codes to elevate their marketing, operations, and customer experience. With smartphones common across Europe, QR codes have emerged as a universally accessible method to deliver digital information without the need for a specialised app or intricate back-end integrations.

At a higher level, a QR code generator puts the power back in the hands of businesses when it comes to how information is delivered. Organisations can update destination links, change campaigns, and view engagement data in real-time without the need to invest in reprinting materials, making a QR code a flexible and cost-effective solution.

Enhancing Marketing Performance with a QR Code Generator

In marketing, direct connections and ease are key. A QR code generator empowers teams to link offline campaigns to online experiences, using only the camera app on a smartphone to unlock a world of engagement possibilities. Print ads, event signage, packaging, and business cards can transform into on-ramps for audiences to interact with a brand’s digital assets.

Instead of typing countless characters in a URL, QR codes reimagine the operational side of directing and driving people to digital touchpoints. Marketers can send audiences to custom landing pages, lead forms, video files, or social media sites…and then track scan data to help optimise and understand demand generation per piece, campaign, and program.

Using a QR Code Generator to Support Omnichannel Business Models

Increasingly, organisations in Europe operate their business through multiple channels, using a combination of physical and digital touchpoints to reach and interact with their customers. A QR code generator can be used as a weapon in this omnichannel arsenal to create a seamless transition between channels.

For example, a QR code can be hosted in a physical location that the shopper or client can scan to immediately view more information about the product, check online stock, and add items to an e-commerce shopping list for a later purchase. Conversely, QR codes implemented in a digital environment can be used to direct online shoppers to a physical location. Consumers can use a QR code to view the store’s location on a map, an integrated booking system, the ability to register for an in-person event, and more.

Without barriers, businesses can offer more consistent and seamless services to their customers. And in a competitive market, the businesses that offer the best customer experience build the most trust and long-term loyalty from their consumers.

Improving Internal Processes Through a QR Code Generator

A QR code generator is not just for end-user niceties. QR codes are also hugely beneficial internally to businesses, as they can help guide processes, assist in collateral access for teams, and reduce friction.

QR codes in the right locations can give employees the ability to access training material, compliance documentation, instruction manuals for machinery and equipment, or health and safety guides. This way, staff never need to worry about having the most up-to-date information to hand and don’t have to rely on printed step-by-step or shared registers.

Data, Protection and Governance in Deploying QR Codes

As with any technology, it must be used wisely. With the right QR code generator, organisations may keep control of the destination and the use of their data. Deploying a QR code with the business identity helps with building the trust of the destination, and by visiting only secure websites, organisations protect both themselves and customers.

What is more, dynamic QR codes allow organisations to switch off or change the links of the QR code when the campaign is over so that out-of-date information is not randomly used and shared. Such governance is especially useful for organisations in regulated sectors or that are running time-limited campaigns.

Long-Term Value of the QR Code Generator for Businesses

The increased prevalence of QR technology clearly indicates that it is more than a fad, but rather here to stay as a digital endeavour. The QR code generator is a scalable, modifiable, and trackable tool that supports outcomes achievable by companies of any size.

Businesses need effective ways of linking physical objects and locations to digital information in 2026 and beyond. The QR code is a viable and futureproof option for plugging into marketing strategies, day-to-day operations, or consumer relationships. The QR code generator isn’t a loud story in the communication space but is quietly doing a world of good for companies looking for a way to accelerate or simplify.

The post How a QR Code Generator Is Reshaping Modern Business Communication appeared first on The European Business Review.

By Charlie Curson, Barbara Salopek, Dominic Colenso, Jenny Millar, Angela Cox, Mehdi Paryavi and Jean-Paul Fonteijn

This article explores the key leadership mindsets set to shape 2026, highlighting the importance of strategic clarity, economic awareness, curiosity, diverse collaboration and cultivating a healthier workplace culture. Drawing on insights from leading experts, leaders and authors, this article reveals how leaders can make 2026 your best year yet.

The New Year offers a rare opportunity to step back, refocus, and set intentions that will shape the coming months. Whether you’re leading a team, managing a department, running your own business, or contributing your skills as an employee, thoughtful resolutions can help you strengthen performance, enhance well-being, and position yourself for your strongest year yet in 2026. 

With this in mind, we reached out to a diverse group of internationally-recognised authors, leadership specialists, and experienced business figures. Each has shared practical, forward-thinking New Year’s resolutions designed to spark genuine change, support professional growth, and begin your year with clarity, vision, and purpose.  

Have a strategy – not a plan 

Setting a powerful long-term vision starts with the ability to step back from the day-to-day noise and reconnect with what truly drives sustainable growth. To this end, Charlie Curson, author of Be More Strategic, suggests introducing a short daily reset to help maintain this wider lens: “For executives, strategic clarity is eroded by constant noise. A simple daily pause enhances emotional regulation, sharpens intent, and supports more deliberate choices. It protects leaders from reactive patterns that undermine long-term strategic execution.” 

With that said, do not make the mistake of sacrificing agility. Speed and decisiveness are still critical – arguably more so than ever – for remaining ahead of the competition and leveraging emerging opportunities. As Mehdi Paryavi, CEO and founder of The International Data Center Authority (IDCA), puts it so well “We are living in a dynamic era where everything is a moving target. With that, the speed of your adoption to change is critical. Those with more resources have a wider spectrum of access and visibility. For you to manoeuvre the competitive landscape, you must lead with more agility.” 

A strong grasp on economics is key

In an unpredictable economy, pricing is an integral facet of wider business and economic strategy. To this end, Jenny Millar, pricing expert, CEO of Untapped Pricing and co-author of The Pricing Sprint, advocates for a more proactive, rather than reactive, approach to pricing: “Many teams get stuck setting prices reactively, adjusting to competitors and market noise rather than steering their own strategy. Make 2026 the year you take back control. Start by understanding how customers actually make decisions. Get curious about what drives willingness to pay, test more of your assumptions, and design your prices as intentionally as you create your products. When pricing is designed with intent, it becomes the fastest lever to protect margin, shape customer behaviour, and create dependable, accelerated growth.”  

Jean-Paul Fonteijn, author of Bring Down the Billionaires! has even more ambitious ideas for economic reform, highlighting the need to “commit to a new economic model this year – one that tackles extreme wealth so that businesses and governments can become healthy again by advocating for fairer financial rules. Our businesses and governments cannot thrive in a system that unfairly favours the super-rich.” 

Fortune favours the curious  

More than ever before, a spirit of curiosity, and willingness to explore new ventures, avenues and emerging technologies, is key to remaining abreast of the chasing pack. These thoughts are put succinctly by Mike Brent, Adjunct Professor at Hult Ashridge Executive Education, leadership expert and co-author of The Leader’s Guide to Collaboration, who says “the best tip I can give to leaders is to get into the habit of telling less and inquiring more – in other words being more curious. The key reason is that leaders are facing more so-called “wicked “problems – problems for which there are no fixed solutions, only options. So leaders need to tap into the collective intelligence of their team or organisation in order to come up with the best possible option. And that means being more curious.”

And, one of the richest sources of insight? Your colleagues. We spoke with Barbara Salopek, author of Future-Fit Innovation, who encourages us all to “ask three diverse colleagues for input before making decisions on new initiatives.” Salopek’s given reasoning for adopting this powerful habit is to “reduce group blind spots and strengthens idea quality. Diversity of thought helps leaders avoid functional fixedness, improves creativity, and leads to better innovation outcomes.” 

Dominic Colenso, a specialist in leadership communication and the author of Cut-Through: The pitch and presentation playbook, also shares another invaluable tip for encouraging insights from your colleagues – speak less, listen more. He says “Most leaders talk to fill the silence. But silence is where the magic happens. A pause draws attention, gives the audience time to think, and makes you look confident and in control. The best communicators don’t just know what to say, they know when to stop.” 

Drop the Win/Lose Mindset – It belongs to a different era 

In today’s fast-paced workplaces, many leaders still fall into the trap of shouldering burdens alone, or feeling threatened by others’ success. This is a belief that often does more harm than good, crippling company cultures and can quickly lead to exhaustion, and even burnout, if left unchecked. Angela Cox, founder of the National Coaching Conference, discusses how to reverse this damaging trend: 

 “One of the most exhausting patterns I see in leaders is the quiet belief that success is a limited resource and that if someone else shines, they somehow dim. It’s an old survival strategy from school, early career conditioning, and perfectionist tendencies. But it’s completely misaligned with how modern teams actually thrive. Notice where you slip into scarcity: hesitating to praise, protecting your territory, or subtly comparing yourself. Then remind yourself: nobody wins alone. When you choose a “win together” approach, collaboration deepens, ego settles, and the whole team’s potential expands. That’s real leadership maturity.” 

Ultimately, 2026 will favour professionals and organisations that remain open-minded, proactive, and willing to experiment with fresh approaches. Explore the ideas that resonate, put small but consistent actions into motion, and stay committed to continual improvement. Doing so will strengthen your workplace, elevate your personal impact and empower you to build a year defined by momentum – and the results to match.

About the Authors

Charlie Curson is a strategic advisor, accredited leadership coach and the author of Be More Strategic: 12 Essential Practices for the Life and Career You Want. He advises founders, leaders and teams on strategy, leadership and growth, and is an angel investor in early-stage businesses. 

Barbara Salopek is the author of Future-Fit Innovation and Founder & CEO of Vinco Innovation, a consultancy helping companies build sustainable innovation cultures. She is also a lecturer at BI Norwegian Business School and an internationally recognised expert in innovation, leadership, and organisational transformation.

Dominic Colenso is an international speaker, communication coach and the author of Cut-Through: The pitch and presentation playbook (out 2nd December).

Jenny Millar is a pricing expert, CEO of Untapped Pricing, a consultancy specialising in behavioural pricing strategy, and is the co-author of The Pricing Sprint, to be published by Bloomsbury in May 2026.

Angela Cox is the founder of the National Coaching Conference, happening in February 2026.

Mike Brent is Adjunct Professor at Hult Ashridge Executive Education, leadership expert and co-author of The Leader’s Guide to Collaboration.

Mehdi Paryavi is the CEO and founder of The International Data Center Authority(IDCA).

Jean-Paul Fonteijn is the author of Bring Down The Billionaires! and founder of the SuperRichTax.com, a movement which has already gained over 32,0000 signatures across more than 150 countries.

The post Powerful 2026 Resolutions from Leaders Shaping the Future of Work appeared first on The European Business Review.

By Oliver Binz

Recent research suggests that profitability forecasts often fail to outperform simple benchmarks. New evidence shows that this shortcoming stems not from accounting analysis itself, but from how it is applied. By combining structured accounting frameworks with modern machine learning, profitability forecasting becomes more accurate, informative, and economically meaningful.

For decades, financial statement analysis has faced a troubling conclusion: detailed accounting-based profitability forecasts frequently fail to outperform simple rules of thumb. In many empirical studies, a naïve assumption, such as that next year’s profitability will closely resemble this year’s, matches or exceeds the performance of more sophisticated models built from financial ratios.

If correct, this finding would call into question a central pillar of fundamental analysis. A closer look, however, suggests that the problem lies not in accounting itself, but in the statistical tools traditionally used to implement it.

The Promise (and Frustration) of Profitability Decomposition

Decomposing profitability into its underlying drivers has long been a cornerstone of financial analysis. By separating operating performance from financing effects, and margins from asset efficiency, analysts can better understand what is driving profitability and whether earnings are likely to persist. In simple terms, this approach breaks profitability into its key building blocks, such as operating performance, efficiency, and financing effects, to understand what is really driving results.

A common approach in financial analysis is to break profitability into its underlying drivers to better understand performance. While intuitively appealing, this approach has often failed to improve forecasts in practice, leading many to question how useful detailed financial analysis really is.

The Missing Ingredient: Nonlinearity

The core issue lies in the assumption of linearity.

Profitability dynamics are inherently nonlinear. Financial leverage enhances returns only when operating performance exceeds borrowing costs. Margins and asset turnover interact differently across industries and business models. Small changes in one component can have vastly different implications depending on the level of another.

Linear models struggle to capture this complexity. They impose constant, additive relationships even when economic intuition suggests otherwise. As a result, much of the information embedded in financial statements remains unused.

This is where modern machine learning techniques become relevant.

Machine Learning, with Discipline

Rather than abandoning structure in favor of opaque “black box” prediction, a more productive approach combines established accounting frameworks with machine learning methods designed to capture nonlinear and interactive relationships.

Gradient-boosted regression trees provide such a tool. They allow the data to reveal complex interactions among familiar accounting drivers, while remaining anchored in accounting logic. The result is not an indiscriminate search across thousands of variables, but a disciplined model that learns how profitability components work together in practice.

Using more than sixty years of firm-level data, out-of-sample forecasts of return on common equity were generated and compared with standard benchmarks. The results show that machine learning improves forecast accuracy relative to both random-walk models and linear regressions, especially when paired with detailed profitability decomposition. The largest gains come from reducing large forecasting errors where traditional models perform poorly.

What Actually Improves Forecasts

A structured framework also makes it possible to draw practical conclusions about how analysts should use financial statements.

First, detail matters only when used appropriately. Breaking profitability into finer components improves forecasts only when nonlinear estimation is applied. Under linear models, additional detail can actually reduce accuracy, helping explain why earlier studies reached pessimistic conclusions.

Second, not all earnings components are equally informative. Forecast performance improves when attention is focused on core, recurring items, while transitory or unusual components are downweighted. This aligns with long-standing analytical intuition, but the evidence shows that the benefits are tangible.

Third, history matters, but only to a point. Incorporating one to three years of past financial data improves forecast accuracy by capturing firm-specific dynamics and business cycles. Beyond that horizon, the benefits diminish as firms evolve and business models change.

Once this structured, nonlinear approach is in place, adding industry classifications or macroeconomic indicators contributes little additional forecasting power. Much of that information is already embedded in financial statements themselves.

Why Investors and Analysts Should Care

Improved forecasts are only valuable if they contain information not already fully reflected in market prices or analyst expectations. To assess this, the relationship between forecasted profitability and future stock returns was examined.

The results are economically meaningful. Even after controlling for standard asset-pricing factors and consensus analyst forecasts, profitability predictions remain strongly related to subsequent returns. Firms with greater forecasted improvements in profitability experience significantly higher future stock performance.

The forecasts also predict future changes in profitability beyond what analysts anticipate. This suggests that structured machine learning extracts information from financial statements that markets and analysts do not fully incorporate.

Why Structure Still Matters in an AI World

Much of today’s enthusiasm for AI in finance emphasizes scale, with more data, more predictors, fewer assumptions. While powerful, this approach often sacrifices interpretability, particularly in accounting, where variables are tightly linked by design.

A structured approach offers an alternative path. By combining accounting-based frameworks with machine learning, it is possible to achieve both predictive accuracy and economic insight. Accounting structure grounds the model, while machine learning captures relationships that linear tools cannot.

This balance is essential for decision-makers who must understand, explain, and act on forecasts, not merely compute them.

What This Means for Business Leaders

For executives, the implications are practical rather than technical. Forecasting accuracy depends less on adopting ever more data and more on using the right analytical tools for the complexity of modern business models. Financial statements already contain rich strategic information, but much of it remains underutilized when linear metrics dominate planning and performance reviews. Leaders who combine accounting discipline with advanced analytics are better positioned to anticipate turning points, identify hidden risks, allocate capital more effectively, and challenge overly confident consensus forecasts before markets do.

Rethinking the Role of Fundamental Analysis

The broader implication is clear. The perceived failure of accounting-based profitability forecasting is not a failure of accounting, but a failure of the tools used to analyze it.

When methods capable of capturing the nonlinear reality of business performance are applied, financial statement analysis proves both relevant and powerful. Artificial intelligence does not replace fundamental analysis; it enhances it.

The future of profitability forecasting lies not in choosing between structure and prediction, but in combining the two.

About the Author

Oliver Binz is an Assistant Professor of Accounting at ESMT. His interests lie at the intersection of equity valuation, macroeconomics, and economic history. Some of his recent projects explore how macroeconomic developments affect managers’ and consumers’ decision-making, and the resulting consequences for corporate investment efficiency and profits. His research has been published in leading academic journals, including the Journal of Accounting Research, the Journal of Accounting and Economics, and The Accounting Review. 

The post Why Profitability Forecasting Needs Both Accounting and AI appeared first on The European Business Review.

By Alison Lucas and Lizzie Bentley Bowers

Here, Alison Lucas and Lizzie Bentley Bowers explore the emotional complexities of corporate restructures-emotionally complex endings that shape trust, performance and culture long after changes occur. It offers practical guidance for supporting those affected, emphasising the need for clarity, compassion and meaningful closure, making the case that, by attending to reality, emotions, accomplishments and ritual, leaders can create healthier endings and stronger beginnings.

Corporate restructures are no longer an occasional disruption to organisational life; they are a recurring feature of it. For leaders navigating mergers, restructures, redundancies and operating model changes, these moments are often framed in terms of strategy, savings and future growth. They are also something else: endings. Endings that bring loss, uncertainty and shifts in identity for the people living through them.

Leaders are constantly leading endings, whether they recognise it or not. The quality of those endings has a direct and lasting impact on trust, engagement and performance long after organisational charts change. This article offers practical guidance for leaders who want to lead restructures in a way that supports colleagues without leaving invisible damage behind, and that creates the conditions for stronger, more sustainable beginnings.

Why restructures are so challenging for colleagues

Restructures often involve losses that are not immediately visible. Alongside changes to role or employment status, people may experience loss of identity, certainty, status, team membership or a sense of future direction. Unspoken loyalties to legacy organisations, teams or leaders are also common and powerful. Together, these experiences can activate people’s threat response, reducing trust, narrowing attention and limiting their capacity to engage and perform at their best.

Those affected are not only the people whose roles end. Colleagues who remain must make sense of what the changes mean for them, while leaders are often required to implement decisions they may not fully agree with. The multiple endings created by a restructure ripple out in visible and unseen ways, shaping team dynamics, decision-making and performance.

Restructures are rarely a single moment. They tend to unfold as a sequence of endings over time. For some colleagues the ending is sudden and clear; for others it is gradual, ambiguous or repeatedly deferred. Timing differences matter. Some leaders are involved in restructuring conversations long before others know change is even being considered. In some cases, leaders who have helped design a restructure later find their own roles at risk, carrying complex emotions while still being expected to lead others through the process.

Why support often falls short

During restructures, leaders understandably focus on legal process, timelines and future plans. Communication can become centred on information delivery rather than helping people make sense of what is happening and what it means for them.

There is also pressure to remain positive and future focused. Optimism and vision matter, particularly when organisations are under strain. However, when positivity is used to move too quickly past uncertainty or loss, it can unintentionally shut down honesty. Endings that are rushed, minimised or left unnamed do not disappear. They are carried forward, often surfacing later as disengagement, mistrust or reduced productivity.

Supporting people well through restructure requires emotional intelligence and leadership skill in a vulnerable space of uncertainty and mixed emotions. These capabilities are not always explicitly valued or developed in organisational systems, yet this is precisely where leadership presence and emotional literacy matter most.

Paying attention to stayers, leavers and yourself

Restructures affect three distinct groups: those who stay, those who go, and those leading the process. Supporting colleagues well means paying attention to all three.

Supporting those who stay

Those who remain after a restructure are often the quickest to be overlooked. Because they still have a role, they are frequently expected to move on rapidly and refocus on delivery. Yet many experience survivor guilt, anxiety, reduced trust or a loss of confidence in the organisation, even when they also feel relief, hope or renewed motivation.

People may comply and perform, but with less clarity, energy and commitment than might otherwise be possible.

Leadership opportunities

• Name what has been lost as well as what remains.
• Make room for mixed emotional responses without rushing people into certainty.
• Acknowledge the contribution of those who are asked to carry on.

Supporting those who go

Most leaders care deeply about their people yet support for those leaving often falls short. This is rarely due to lack of goodwill. More often it reflects a misalignment between organisational processes and human needs at the end of a role, team or career chapter.

Well-led endings for those who leave require time, attention and acknowledgement. When this is absent, the emotional impact of the ending does not stop with the individual. It shapes how the organisation is experienced by those who remain and how trust is carried forward.

Leadership opportunities

• Be explicit about what is ending and how decisions have been reached.
• Allow emotion to be expressed without correction or premature reassurance.
• Find a way to mark the ending that reflects the significance of what is being left behind.

Supporting yourself

Restructuring is a marathon, not a sprint. Leaders are required to hold multiple perspectives, absorb strong emotions and make difficult decisions over extended periods of uncertainty. This work takes capacity.

Leading endings can feel uncomfortable and exposing. Leaders cannot outsource their own endings, and unacknowledged personal impact can quietly drain the energy needed to lead others well.

Leader tips

• Be honest about where you sit in the change and what it is asking of you.
• Pay attention to your own emotional responses and how they are shaping your judgement, decisions and behaviour.
• Create a deliberate pause before fully committing to what comes next.

A practical framework for leading endings well

In Good Bye, we offer leaders a practical structure for attending to endings: Reality, Emotions, Accomplishments and Ritual. Together, these steps provide a guiderail for leading restructures in a way that supports those who stay, those who go and those leading the work.

• Reality begins with clearly naming what is actually ending. This may include roles, teams, reporting lines, locations, identities or ways of working. Leaders need to be explicit about who is affected, what is known, what is not yet known and what remains undecided. Clarity, even when incomplete, helps people orient themselves.
• Emotions are not a side effect of restructures; they are central to the work. Shock, fear, anger, relief, guilt and grief often coexist. Effective leadership does not mean fixing emotions. It means naming them, creating safe space for them to be expressed and recognising that people may need different kinds of support at different times.
• Accomplishments are often overlooked during restructures. A role can be no longer required and yet the contribution of the individual is central to their sense of self and confidence to move forward. Acknowledging skills developed, contributions made and relationships built helps people separate identity from outcome and frees energy for what comes next.
• Ritual marks completion beyond words or process. It signals that a chapter has genuinely closed. Ritual does not need to be elaborate, but it does need to be intentional.

Better endings create better beginnings

Restructures will continue. When endings are attended to with honesty and care, trust is restored, energy is released and space is created for what comes next. Endings happen no matter what. Whether there is a good bye is optional.

About the Authors

Alison Lucas is an Executive Coach with more than two decades of experience guiding senior leaders through the complexities of modern organisational life. Her first career included leading commercial functions at Grand Metropolitan and Associated British Foods, followed by stewarding major client service and transformation programmes in a global consulting context. She partners with C-suite leaders, future leaders and high-performing teams on leadership transitions, personal impact, influence, legacy and team performance—helping them lead with greater clarity, confidence and at less personal cost.

Lizzie Bentley Bowers is a leading executive and leadership coach and facilitator, who works with senior leader and board members across all sectors. She has an MSc in Positive Psychology and Coaching Psychology and has particular expertise in ADHD coaching, Transactional Analysis, presence and storytelling. She’s also the founder of Towards Leadership, a leadership community to support leaders through challenges.

The post Expert Tips for Supporting Affected Colleagues Through a Corporate Restructure appeared first on The European Business Review.

The Visibility Blindspot

There’s a common assumption among leadership teams: “We have a website, we’re on LinkedIn, we run some ads – we’re visible.” But existing online and being found are fundamentally different things. As one recent analysis noted, you don’t rank because you matter – you rank because you’re relevant.

When a potential buyer searches for a solution your company provides, do you appear? When a journalist researches your industry, does your name come up? When a potential hire looks into your company, what do they find beyond your careers page?

Most boards can’t answer these questions. Meanwhile, competitors who’ve invested in organic search visibility are quietly capturing demand that never reaches your pipeline. The cost of invisibility isn’t dramatic – it’s slow erosion. Lost deals you never knew existed. Talent that went elsewhere. Partnerships that formed without you in the room.

Why This Became a Strategic Issue

The shift isn’t subtle. Research consistently shows that 70% or more of the B2B buying journey happens before a prospect ever contacts sales. Buyers are forming shortlists, eliminating options, and building preferences – all through online research. For companies still navigating digital transformation, this shift demands urgent attention.

Search has become the front door. Not just for customers, but for investors conducting due diligence, partners evaluating opportunities, and media looking for expert sources. AI-powered search tools like ChatGPT, Perplexity, and Google’s AI Overviews are accelerating this shift, synthesising information and presenting recommendations before users even click through to websites.

Companies without digital authority are being filtered out before conversations begin. This isn’t a marketing problem. It’s a market access problem.

What Digital Visibility Actually Requires

Digital visibility rests on three pillars: content, technical foundation, and authority.

Most companies invest in the first two. They publish blog posts, optimise their websites, and ensure pages load quickly. But they ignore the third pillar – authority – which is precisely what search engines use to determine who deserves to rank.

Authority is built through backlinks: other websites linking to yours. Each quality link acts as a vote of confidence, signalling to search engines that your content is credible and worth surfacing. Without this external validation, even excellent content struggles to compete.

Forward-thinking companies are turning to platforms like Hetneo’s Links to build domain authority systematically, treating digital credibility as infrastructure rather than an afterthought. They recognise that waiting for links to accumulate organically means ceding ground to competitors who approach this strategically.

The comparison is straightforward: you wouldn’t leave your sales pipeline to chance. Why leave your digital pipeline – the mechanism by which buyers discover you – to hope?

Making It a Board-Level Conversation

This doesn’t mean executives need to understand the technical details of search algorithms. But they should be asking questions:

Where do we rank for our core commercial terms? What’s our domain authority compared to competitors? How are we building digital credibility over time, and who’s accountable for it?

Just as boards review brand health, market share, and customer acquisition costs, digital visibility deserves the same scrutiny. It’s a leading indicator of future pipeline health, competitive positioning, and market presence.

The Compounding Advantage

Digital visibility compounds. The companies investing now are building moats their competitors will struggle to cross in three years. Every quality backlink, every piece of ranking content, every incremental improvement in domain authority makes the next gain easier and the gap wider.

The question for executive teams isn’t whether this matters – the market has already answered that. The question is whether they’re treating it with the strategic seriousness it deserves. Marketing can execute. But the priority needs to come from the top.

The post Why Digital Visibility Should Be a Boardroom Priority, Not Just a Marketing Task appeared first on The European Business Review.

In this blog, we’ll walk you through the key trends every brand needs to pay attention to, so you can stay ahead of the curve and make more meaningful connections with your audience.

What Is Influencer Marketing?

Influencer marketing is about letting real people, creators, and influencers share your brand in a way that feels genuine. 

Rather than pushing your messages or selling your products directly, influencers talk about your brand naturally—making it feel more like a conversation than an advertisement. 

The key is authenticity, as influencers typically share personal experiences and opinions in their own style, which resonates more with their followers.

Why Does Influencer Marketing Work?

Reaching Attention Where It Already Exists

You’re not starting from scratch with influencer marketing. Creators have already built communities of people who care about specific topics. When your brand fits into these niche spaces, your message reaches an audience that’s already interested, making it more relevant and less intrusive.

Content That Feels Lived-In, Not Scripted

Influencer content is often shot in real-life settings, showing products in action, which feels more authentic. It’s not polished or rehearsed. This type of content helps build credibility for your brand, as people tend to trust what feels real and lived-in.

Building Recognition Through Repetition and Context

Influencer marketing helps create long-term brand awareness. The more your product is mentioned by trusted creators, the more familiar it becomes. This familiarity builds trust and opens the door for feedback, allowing your brand to improve and evolve over time.

7 Influencer Marketing Trends To Watch In The Future

1. Long-Term Partnerships Are Becoming the Norm

Short influencer campaigns still happen, but they rarely leave a strong impression. People notice when a creator mentions a brand once and then moves on. It feels temporary and easy to forget. Long-term partnerships change that feeling. 

When a creator returns to the same brand over time, the message feels familiar instead of forced. Trust builds slowly through repeated exposure. From a brand perspective, this also reduces onboarding time and misalignment, which makes collaboration more stable and efficient.

2. Smaller Creators Often Create Bigger Impact

Large audiences look impressive on paper, but they do not always bring real attention. Smaller creators usually have closer relationships with their followers. Conversations happen more naturally, and responses feel more honest. 

Comments are often answered, not ignored. This makes feedback clearer and faster. Brands gain a better sense of what works and what does not. 

The result is content that feels relevant rather than broadcasted, which often leads to stronger engagement.

3. Video Content Fits How People Think Today

People do not read everything. They scan, scroll, and move on quickly. Video fits this behavior better than long text. It explains ideas in seconds instead of paragraphs. 

Short videos feel easy to start and easy to finish. Viewers do not need to commit much effort. That matters more than quality alone. When content feels simple to consume, people stay longer. This makes video a natural choice for influencer marketing moving forward.

4. Performance Is Replacing Vanity Metrics

Likes and views still exist, but they no longer answer the most important questions. Brands now want to know what actually happened after the content went live. Did people click a link. Did they sign up? Did interest turn into action? This shift changes how campaigns are planned. 

Influencers are asked to be more intentional with messaging. Clear goals lead to clearer content, which benefits both creators and brands.

5. Real Opinions Matter More Than Perfect Scripts

Highly polished content often looks professional, but it can feel distant. Audiences are quick to notice when a message sounds scripted. Real opinions, even when imperfect, feel more believable. 

Creators who speak in their own voice build stronger trust. Brands that allow this flexibility often see better reactions. The message feels human, not rehearsed. Over time, honesty becomes more valuable than visual perfection.

6. Influencer Content Supports More Than Awareness

Influencer marketing used to focus mainly on exposure. That role has expanded. Creators now help explain products, reduce doubts, and answer common questions. 

Their content supports people at different moments, not just the first impression. This makes influencer content useful beyond discovery. It helps guide decisions in a natural way, without pressure. Brands benefit because the message feels helpful instead of promotional.

7. Strong Creator Relationships Create Stability

Working with the same creators over time changes how collaboration feels. Expectations become clearer. Feedback becomes easier to share. 

Less time is spent on explanations, and more time is spent improving content. This stability leads to better ideas because both sides understand each other. Trust removes friction. As a result, content feels more relaxed and authentic, which usually leads to better long-term results.

Conclusion

Influencer marketing works because it feels human. It meets people where they already are, speaks in a voice they trust, and shows your brand in real life, not in a script. 

When you understand influencer marketing trends, you make better choices with time and budget. You focus more on relationships. You listen more. You adjust faster. That puts you in a strong position.

If you want your brand to be remembered, not skipped, influencer marketing is a strategy worth investing in.

The post 7 Influencer Marketing Trends Every Brand Needs to Pay Attention To appeared first on The European Business Review.

Some communication steps that are widely common among B2B-companies waste both time and money. Anastasia Gusentsova, the head of LiFT agency, explores how companies can establish a strong market presence that ensures their target audience recognizes the brand.

Creating and launching a B2B product isn’t enough if you’re aiming for long-term results. But taking chaotic steps like “let’s post 10 Reels a day, everyone else does” won’t work either; it simply wastes both time and money.

What matters is making your presence felt in the market and building public communications in a way that ensures your target audience knows who you are, trusts the brand, the product and the team, and is open to working with you. This applies to B2B businesses in any niche. How to adapt this principle to your own context and avoid the most common mistakes is what this article is about.

Don’t confuse B2B with B2C

When a business starts doing public communications, B2B is often conflated with B2C. We know these have different aims and tasks, but in practice it can be hard to build a strategy. For example, a restaurant may operate as a B2C business for years, filling every seat. Then it can start selling franchises and try to use the same approach simply because it used to work.

What’s the difference? B2C communication is driven by emotion. You need to stand out in a stream of news, memes, celebrities and cat videos. The stronger you grab the user’s attention with creativity, humour, famous faces, or other triggers, the higher the likelihood of a purchase.

B2B is different. There aren’t huge information flows and there’s no need to entertain. Purchase decisions are usually part of someone’s job – whether a CEO or a product manager. Above all, they want to do their job well: hit KPIs, strengthen their relationship with leadership and, as a result, secure their role or even advance their career.

Accordingly, the primary need of a B2B audience is safety. No one will risk their job, budget, or reputation for your product. You must repeatedly and convincingly demonstrate – from multiple angles – that you can be trusted.

Where to start: a step-by-step plan

Effective public communications in B2B are impossible without a solid foundation. Here’s what you need to do:

Step No. 1. Set your goals

Why do you want to make a B2B statement? Which metrics will guide your public communications work – revenue, profit, sales, conversion, LTV, or something else? Does your company have a broader mission, such as “transforming the culture of B2B services in real estate”?

It’s important to remember that “making the business recognisable” or “gaining 10,000 followers” are not goals in themselves, they’re tools. We don’t engage in public communications for its own sake. Every decision must be backed by well-founded and realistic business objectives.

Step No. 2. Define and study your target audience

Which people do you need to influence in order to achieve your goals? Be specific. Not just “IT managers”, but for example “C-level executives at Fortune 500 companies currently focused on digitalising business processes”, or “product managers at IT companies with a gross revenue of at least $100 million”.

Once your audience is defined, you need to study it. Who are these people? What do they do? Which projects are they involved in? What do they post on social media? What interests them? This information will help you understand how best to build relationships, and what to emphasise or avoid.

A common mistake at this stage is thinking in stereotypes. You might imagine a B2B audience as robots in three-piece suits, ties, and briefcases. In reality, you’ll be communicating with real people who wear jeans and hoodies, scroll on social media, and drink coffee. They may be more expert or successful than you in certain areas, but they aren’t aliens, and they don’t expect only press-release-style, polished content from you.

Step No 3. Choose platforms for public communications

Two guiding questions can help:

• Which platforms already have your target audience in sufficient numbers? In B2B, consider Facebook, LinkedIn, trade media, podcasts, newsletters, industry events, business clubs, and specialised platforms such as Substack or Medium. The final selection should be tailored to your specific situation.
• What happens on these platforms? Which topics perform well or poorly, how do the algorithms work (if they exist at all), how does content reach people, what formats are allowed, and so on. If you fail to meet the audience’s expectations, your public communications won’t deliver results.

Sometimes B2B companies focus exclusively on their own website, directing all traffic there and trying to deliver all information in one place. This is an outdated approach. It’s far more effective to communicate with your target audience where they already are, using your website as a supplement and reinforcement.

How to meet the needs of your target audience

Once all the preparatory work is complete, you need to engage with your target audience on the chosen platforms, which means creating content – whether social media posts, presentation materials, or media articles. Fundamentally, B2B content can be divided into three blocks:

• Expertise. What do you do best, day in and day out? In what areas are you №1 in the industry? What is your perspective on market trends? How do you build your team, refine processes, and use technology and AI?
• Information about the product. What problems does your product solve for your target audience? What are its advantages? In which situations do people come to you? You can talk about a single product or an entire product line, depending on your objectives.
• Experience and case studies. Where and how has your product already delivered results? Which figures and facts can you showcase? It’s best to present a case in sequence: challenge, solution process, obstacles, results. But if information is limited or restricted by an NDA, share whatever you can.

The main task is to consistently present the company from multiple angles through zero-click content. This addresses the B2B audience’s need for safety. People come to trust you because they encounter your brand repeatedly, grow accustomed to you as experts in your field, find answers to their questions, explore case studies, and also understand the company’s philosophy and values. And all of this happens on familiar platforms, in full, without the need to click through links.

Despite the structured three-block approach, B2B communication must remain human. People trust people and buy from people. Ideally, communication should be developed both from the company’s voice and from top managers or founders. This allows the audience to engage with your expertise, products, and case studies in different tones and formats, building deeper loyalty and stronger differentiation from competitors.

When done properly, content becomes a lead-generation tool. The chain works like this: you run public communications; accumulate touchpoints with potential clients; these contacts convert into sales, both direct and referral-based.

It’s important to understand that this doesn’t happen instantly. Before making a purchase, a client typically needs 8–9 touchpoints – and varied ones – to build trust and eventually reach the trigger moment. In the long term, the system becomes increasingly effective, especially if you continue to expand your audience reach and invest in promotion.

Does this approach really work?

Let’s move from theory to practice and look at some case studies from my own experience and that of LiFT agency.

The first case is a SaaS solution for an ML platform for telecom operators. The company’s goal was to enter the international market. Our role was to work on brand awareness, reputation, and attracting the target audience to establish beneficial business contacts.

We chose LinkedIn as the main platform for B2B communications. There, we shared information about the product, highlighted the company’s values and social agenda, showcased results of collaborations with B2B partners, and provided practical advice such as “how mobile operators can monetise subscriber data.”

Results: the company’s LinkedIn followers grew by 2,947%, impressions rose from 2,091 to 1,576,957, and reactions increased from 69 to 4,692. Importantly, these were not random users or bots, but representatives of the target B2B audience.

The second case involved attracting corporate clients to an international conglomerate in IT, finance, and banking. The goal was to change the brand’s public perception, increase awareness, and attract more clients – in this case, entrepreneurs, particularly in the small business sector. It was crucial to demonstrate modernity, flexibility, and user-friendliness of the company’s products.

The project followed the familiar approach, but with a focus on creating and distributing case studies of existing corporate clients. We shared what these entrepreneurs do, how they grow their businesses, the challenges they face, and how they solve them, including using the company’s products. Over the course of a year, we produced around 150 such stories.

Key results: client traffic increased 34 times, and the ROI of social media content was twice as high as that of traditional performance marketing.

About the Author

Anastasia Gusentsova is the founder and CEO of LiFT Agency. Since 2012, she has been promoting personal and corporate brands. For example, she increased the number of leads for one of the largest real estate agencies by 5.5 times through social media channels and grew the number of its franchisees by 6.5 times.

The post How a Business Can Make a B2B Statement Without Resorting to “Crazy Creativity” appeared first on The European Business Review.

Many countries are rethinking how foreign companies access minerals, energy reserves, and other strategic assets.

These shifts often happen fast, which is why leaders who operate globally keep a close watch on changes in political mood. Here’s a closer look at what it takes to mitigate t he associated risks.

Why Resource Nationalism Keeps Rising

In reporting from the Financial Times, analysts noted how mining disputes can escalate into billion dollar claims when permits are revoked or renegotiated. That kind of instability shows how quickly resource nationalism can turn from a policy trend into a direct business threat. For leaders managing complex supply chains, this is no longer a niche issue. It is a central part of global risk management.

One reason for the rise is that governments want a larger share of profits from industries seen as national treasures. Another reason is that geopolitical competition is changing what countries consider critical. As demand for minerals used in clean energy and tech expands, leaders must assume regulations will tighten, taxes may rise, and foreign ownership limits may appear with little warning.

How Leaders Protect Their Operations

Leaders that navigate resource nationalism well tend to view it as a long term pattern, not a one off challenge. They know that waiting until problems appear puts their operations at a disadvantage. Instead, they try to anticipate changes before they land.

Here are a few core strategies successful companies use:

• Build long term local partnerships that balance national interests with corporate goals
• Diversify sourcing across multiple countries instead of relying on one jurisdiction
• Create early warning systems that monitor regulatory, political, and social signals

According to Reuters, India has already moved to strengthen its critical mineral access through long term international agreements. Leaders in the private sector can adopt similar thinking by locking in supply contracts that include flexible terms, contingencies for political changes, and alternative sourcing options.

Another emerging reality is that governments are asserting greater influence over strategic industries. One example is recent reporting that Angola bids for a majority share of De Beers in a shake-up of the previous strategy. Moves like this show how nations want not just royalties or taxes, but full participation in the value chain. For business leaders, this reinforces why tracking political trends is as important as tracking market trends.

A strong hedge also involves understanding the social fabric around resource sites. Local communities, regional leaders, and national agencies all influence policy. When companies build relationships across these levels, they gain visibility into potential changes long before laws are passed.

Building Trust With Host Nations

Prioritize Transparent Negotiations

Transparency is a powerful tool in environments where suspicion can derail progress. Governments that feel shut out tend to respond with tighter rules or sudden policy shifts. As noted by MAJR Resources, openness can reduce friction and make agreements more resilient. Sharing reliable data on revenue distribution, employment numbers, and local impact helps build trust and demonstrates a companyis commitment to a fair partnership.

Align With National Goals

Different countries want different outcomes from foreign investment. Some want new jobs. Others want infrastructure. Many want more local ownership or downstream processing. Leaders who adapt projects to match these needs create a smoother path forward. This does not mean giving up profitability. It means designing solutions that make sense for both sides.

Invest in Local Value

Companies that invest in local development in a post-global world tend to secure better long term stability. That might include training programs for local workers, procurement commitments for regional suppliers, or support for schools and health services. These actions strengthen a company’s social license to operate and reduce the likelihood of political pressure later.

Building a Stronger Operating Map

Building resilience starts with accepting that no single strategy will cover every country. Some jurisdictions respond well to stabilization clauses that freeze tax terms for a set period. Others require adaptable agreements that change over time. Leaders often build a portfolio approach, treating each region as a unique environment with specific political and cultural dynamics.

Diversification is another major advantage. Companies that spread production across multiple regions are less vulnerable to sudden national policy changes. This does not remove risk entirely, but it limits how much any one country can disrupt operations.

Scenario planning also matters. Leaders who run simulations on political transitions, regulatory changes, or community unrest can better prepare for surprises. When a sudden shift occurs, teams that have rehearsed responses move faster and with more confidence.

Final Thoughts

Resource nationalism is complex, but it is not impossible to manage. Leaders who stay informed, stay flexible, and stay engaged with local partners tend to face fewer disruptions. The most resilient companies combine political intelligence, strong relationships, transparent communication, and diversified supply strategies.

As the global competition for minerals and strategic resources grows, understanding these dynamics will only become more important.

The post How Leaders Hedge Resource Nationalism Risks appeared first on The European Business Review.

As governments and corporations seek to reduce dependence on single-source suppliers, attention is shifting toward countries capable not only of extracting raw materials, but of integrating into higher value-added stages of global supply chains. Kazakhstan is one of those countries now moving decisively in that direction.

Why Critical Minerals Matter Now

Critical minerals differ from traditional commodities in several important ways. Many are not mined as primary products, but occur as by-products of other ores. Cobalt, bismuth and tin often accompany copper deposits; antimony is extracted alongside gold or lead; indium is largely a by-product of zinc mining. As a result, supply is highly sensitive to changes in unrelated mining operations, making global availability volatile and difficult to forecast.

According to the International Energy Agency (IEA), the global market for minerals essential to the energy transition reached approximately USD 325 billion in 2023. While comparable in size to the iron ore market, it represents less than 5% of the oil and gas market. Prices are prone to sharp swings, reflecting supply disruptions, technological shifts and policy decisions.

Demand, however, is accelerating rapidly. Wind power projects alone rely on at least 18 critical minerals, while solar energy uses at least 15. Semiconductors require silicon, gallium and germanium, alongside palladium, iridium, cobalt, titanium and copper at different production stages. Electric vehicles are the fastest-growing source of demand: global EV sales reached 17.1 million units in 2024, and mineral demand related to EV production is expected to rise from under 2 million tonnes in 2020 to more than 30 million tonnes by 2030.

A Concentrated Global Market

Despite their strategic importance, global rare earth supply chains remain highly concentrated. China controls more than 70% of global production and nearly 90% of processing capacity, while also possessing the world’s most advanced refining technologies. Many of these materials are subject to export restrictions, exposing global markets to repeated supply shocks.

Over the past two decades, the rare earth sector has experienced multiple structural cycles. Global production rose from approximately 101,500 tonnes in 2004 to nearly 380,000 tonnes in 2024, yet demand continues to outpace supply amid accelerating electrification and rising defence spending.

Kazakhstan’s Resource Base

Kazakhstan already plays a significant role in global raw materials markets. The country accounts for more than 40% of global uranium production, ranks among the world’s top ten copper producers with a 3.2% market share, holds ninth place in zinc reserves and is also among the top ten countries for bauxite reserves. Kazakhstan ranks 14th globally in gold reserves and produces around 4% of the world’s silver.

In recent years, its potential in rare earths has drawn growing international attention. New geological assessments indicate a significant increase in forecasted REE reserves. In the Karaganda region alone, estimated resources amount to 28.2 million tonnes, which could place Kazakhstan second globally if confirmed.

Kazakhstan currently extracts 19 out of the 34 rare earth elements considered critical for the European Union, including beryllium, tantalum, niobium and rhenium. Lithium represents another strategic opportunity, with global demand projected to increase up to 42 times by 2040.

From Extraction To Execution

Resource abundance alone is no longer sufficient. The key challenge is execution — scaling exploration, addressing skills shortages, mobilising financing and accelerating the build-out of processing capacity.

President Kassym-Jomart Tokayev has designated rare and rare earth metals as a strategic priority, instructing the government to launch at least three high-tech processing facilities within three years. This commitment is embedded in the Comprehensive Plan for the Development of the Rare and Rare Earth Metals Industry for 2024–2028.

Industrial Leadership And Operational Benchmarks

As one of Kazakhstan’s leading copper mining companies, KAZ Minerals plays a central role in the country’s mining and metallurgical sector and demonstrates strong long-term growth potential. The Group is well integrated into the global copper industry, operating large-scale, technologically advanced assets aligned with international performance and cost-efficiency standards.

In 2025, KAZ Minerals delivered one of the strongest operational performances in its history. At the Aktogay copper mine, the cumulative volume of sulphuric ore processed exceeded 60 million tonnes for the first time since the operation was launched. Both concentrator plants, originally designed for a capacity of 25 million tonnes of ore per year each, operated at levels exceeding 30 million tonnes annually.

The Aktogay facilities are equipped with some of the largest grinding mills supplied by FLS, reflecting the industrial scale of the project and the Group’s focus on deploying globally proven technologies.

A Strategic Window Of Opportunity

Kazakhstan’s ambitions align with global efforts to diversify supply chains beyond traditional hubs. Cooperation frameworks with the United States and the European Union signal readiness to integrate into alternative supply networks.

If current reforms are sustained and investment flows materialise, Kazakhstan could secure a durable position in global value chains as a strategic partner in the critical minerals economy.

The post From Resources to Refining: How Kazakhstan Is Positioning Itself in the Critical Minerals Economy appeared first on The European Business Review.

By Barbara Salopek

Silicon Valley’s 996 work culture is often framed as commitment, but it undermines innovation. Drawing on experience and research, Barbara Salopek explores how overwork breeds fear, conformity, and silence, as well as how competitive advantage stems from psychological safety, learning, and leadership practices that prioritise insight over hours worked. 

The illusion of dedication.

I have been there. At twenty-five, I managed a customer relations department in a fast-growing start-up. My days began at seven and ended close to eight in the evening. The pace was relentless, the stakes high, and the pressure constant. At first, I thought this was what success looked like: intensity, long hours, and competition. But behind the glossy façade of ambition, the company was crumbling from within: mistrust, political games, and fear had replaced collaboration. Nobody felt safe to speak up or admit mistakes.

After one exhausting year, I left – and realised that overwork may sustain performance for a quarter, but it silently kills innovation in the long run.

Silicon Valley’s “996” culture – working 9 a.m. to 9 p.m., six days a week – has become a global symbol of commitment. But in truth, it is a symptom of panic, not progress.

The real signal behind 996

996 is more than a schedule; it is a cultural signal. It tells people that time matters more than trust, and presence more than progress.

When organisations celebrate long hours, they unintentionally punish reflection, experimentation, and creative risk-taking; the very foundations of innovation.

Research supports this. Google’s Project Aristotle found that psychological safety, the belief that you can speak up without fear of humiliation or punishment, was the single strongest predictor of high-performing, innovative teams. Psychological safety is not about comfort or leniency. It is about creating conditions where people can take interpersonal risks, challenge assumptions, and share half-formed ideas.

In contrast, 996 normalises fear. How? Very simply, it tells people: stay late, don’t question, just deliver. The result is efficiency without evolution.

Why 996 kills innovation

1. Exhaustion breeds conformity

Creativity requires cognitive space: time to reflect, connect ideas, and experiment. And creativity is not like a pizza that you can order when you are hungry for it. It requires a relatively fresh brain and clear eyes. Under constant fatigue, the brain defaults to routine patterns, a phenomenon psychologists call functional fixedness. We stop seeing new possibilities because we are too tired to question old ones. Teams caught in perpetual motion may produce more output but fewer breakthroughs.

In cultures dominated by overwork, mistakes are more likely to be hidden than discussed. People avoid suggesting controversial ideas that could backfire. This leads to organisational silence, where everyone appears busy but no one is learning. In innovation, silence is the loudest danger signal.

2. The psychological cost of speed

996 glorifies speed as if faster automatically means better. Yet when fear replaces safety, teams shift from problem-solving to self-protection. They focus on avoiding blame rather than exploring solutions. Managers under pressure tend to micromanage, which further erodes trust.

The irony is that fear slows organisations down. Without open dialogue, problems escalate unseen until they require crisis management. The constant “panic productivity” creates short-term busyness and long-term fragility. The more time leaders demand, the less thinking they receive.

Just because the market is in panic does not mean we have to be as well. In such situations, we need to be calm and, as Norwegians like to say, breathe with your stomach i.e. slowly.

3. What drives innovation instead

The opposite of 996 is not laziness; it is psychological safety combined with accountability. In my work with innovation teams, the most successful leaders model three core behaviours:

• Show vulnerability. Admit what you don’t know, and invite others to help solve it. This turns authority into credibility. People open up more to those who are human; leaders who show they are just like them.
• Listen actively. When people share ideas, don’t interrupt, dismiss, or instantly evaluate. Curiosity builds ownership. As much as I love to talk, I’ve learned that others love to talk too — and my role as a leader is often to stay quiet and listen with curiosity.
• Clarify roles and goals. Ambiguity breeds anxiety. When people know their scope, they dare to experiment within it.

These small habits have a disproportionate impact. They create a sense of collective responsibility, where failure becomes feedback, not a threat. Innovation flourishes in environments where people feel both trusted and challenged.

4. Lessons from adaptive cultures

Companies known for innovation, whether in Scandinavia, Japan, or Silicon Valley itself succeed not because of endless hours but because they design for learning. They intentionally protect space for reflection, exploration, and collaboration.

The idea is not to copy “Google’s 20 percent time,” but to understand what it represents: a protected environment where curiosity is safe and learning is valued as much as results. These organizations replace “hours logged” with “experiments run.” They measure innovation by hypotheses tested, not weekends sacrificed.

Leaders who want to compete on innovation must reframe productivity from effort to insight. The goal is not to do more, but to think better.

Replace fear with focus

996 is not a symbol of dedication, it is a red flag. It signals a culture that confuses exhaustion with excellence. Innovation depends on energy, not depletion; on trust, not terror.

Leaders who genuinely want speed must first create safety. Without it, every new idea feels like a risk too big to take.

Remember Formula 1: there is no room for fear or ambiguity when changing tyres in the middle of a race. Asking employees to sprint 996 and to innovate in that state is like asking a pit crew to redesign the car mid-lap. It will never work, and we both know it.

The companies that will win the next decade are not those that run the fastest, but those that learn the fastest.

The companies that will win the next decade are not those that run the fastest but those that learn the fastest.

Three shifts every leader can start this week:

• Replace “Who made this mistake?” with “What did we learn?” or “How can we not repeat it next time”
• Replace “Work harder” with “Let’s experiment more and learn faster.”
• Replace “Be perfect” with “Be curious.”

When organisations stop glorifying exhaustion and start rewarding learning, innovation returns naturally. Because the real shortcut to performance is not more time in the office, it’s the courage to make thinking safe again.

About the Author

Barbara Salopek is the author of Future-Fit Innovation and Founder & CEO of Vinco Innovation, a consultancy helping companies build sustainable innovation cultures. She is also a lecturer at BI Norwegian Business School and an internationally recognised expert in innovation, leadership, and organisational transformation.

The post 996 is Not a Competitive Advantage – Why it Stifles Innovation appeared first on The European Business Review.

By Vincent Cuvillier

Connectivity has become a strategic cornerstone of, economic and social development directly linked to business success in Europe. High-quality networks drive digital transformation, enable data-driven decisions, support global operations, and enhance customer experience. As sectors adopt AI, 5G, IoT, and cloud solutions, reliable connectivity underpins innovation, efficiency, sustainability, and competitiveness—making it essential for growth in an increasingly digital economy.

In today’s fast-paced and highly digitalized economy, connectivity is no longer just an utility, it is a strategic necessity for businesses throughout the continent.

From small and medium-sized enterprises (SMEs) to multinational corporations or public administrations, the ability to communicate, share data, and operate seamlessly across borders and across the value chain is critical to maintaining competitiveness, driving innovation, and sustaining growth.

As the region advances its digital transformation, high-quality connectivity is increasingly recognized as the strategic backbone for the future of European business success.

Governments across the continent have made connectivity a cornerstone of their industrial and digital strategies. From EU-wide frameworks such as the Digital Europe Programme (DIGITAL) to national initiatives like France 2030 and the UK’s Modern Industrial Strategy, and even regional plans such as Basque Country’s Industria Euskadi 2030, all emphasize connectivity as a critical enabler. This is not a single-country phenomenon, it is a truly pan-European movement.

Additionally, digital sovereignty has become a top priority as governments seek to maintain the control over the industrial data that flows over the networks and technological ecosystems. Thus, technological dependencies, (cyber)security, autonomy, resilience, citizen and company privacy and economic stability are now at the forefront of the policy agenda worldwide.

Driving Digital Transformation and Innovation

Digital transformation is the cornerstone of economic competitiveness. Across industries, companies are harnessing technologies such as artificial intelligence (AI), cloud computing, the Internet of Things (IoT), and advanced data analytics to streamline operations and unlock new sources of value. These innovations depend on one essential foundation: fast, reliable and secure connectivity.

Consider manufacturing, where IoT sensors monitor production lines in real time, enabling predictive maintenance that minimizes downtime and reduces costs. In retail, connected platforms analyze consumer behavior to deliver personalized experiences and strengthen customer engagement. Without robust networks, these breakthroughs would stall, limiting efficiency, scalability, and the ability to compete in global markets.

Enhancing Operational Efficiency and mobility

Reliable connectivity enables businesses to maintain real-time communication across locations, even during commuting, while supporting cloud-based collaboration that reduces costs and accelerates decision-making. At the same time, connectivity extends beyond offices to Europe’s transport corridors rail networks and highways must be fully connected to make autonomous vehicles viable. Without seamless coverage, safety, efficiency, and sustainability in transport cannot be achieved, as vehicles and infrastructure depend on uninterrupted reliable networks to communicate in real time. In essence, robust connectivity transforms operations from reactive to proactive and underpins the next generation of mobility.

Enhancing Customer Experience

Customer expectations are higher than ever, and connectivity plays a central role in delivering superior experiences. Businesses rely on online channels, apps, and digital platforms to engage with clients, provide services, and maintain loyalty.

High-speed, stable connections ensure that e-commerce platforms can handle peak traffic, video support and live chat operate seamlessly, and digital services function without interruptions. For businesses in finance, healthcare, and entertainment, where speed and reliability are critical, connectivity is a key differentiator. Thus, is specially essential in places with high concentrations of people, either indoor or outdoor, where the use of the ditital network may turn into a bottleneck for accessing digital services: stadium, airports, stations, malls, festivals, etc. Companies that fail to invest in robust networks risk frustrating customers, losing business, and damaging their reputation.

Importantly, this commitment to connectivity must extend beyond urban centers or in areas with large crowds. Rural and less populated areas represent untapped markets and communities that increasingly demand equal access to digital services. Expanding high-quality networks to these regions not only enhances customer experience but also drives inclusion, economic development, and brand trust while closing the digital divide among territories to promote equal opportunities for business and social progress.

Supporting Remote Work and Hybrid Teams

The post-pandemic era has cemented remote and hybrid work models across Europe. Businesses now require connectivity that supports seamless access to cloud applications, video conferencing, and secure document sharing. High-quality networks enable employees to remain productive from virtually anywhere, expanding the talent pool and supporting workforce flexibility. Organizations with inadequate connectivity face challenges in maintaining collaboration, productivity, and employee engagement. In this context, connectivity is directly linked to workforce efficiency and the ability to attract and retain top talent.

Facilitating Industry-Specific Transformation

Different sectors in Europe rely on connectivity in unique ways. Industry 4.0 initiatives in manufacturing, for example, leverage connected machines and real-time monitoring to improve productivity and reduce costs. Logistics companies depend on IoT-enabled fleets and intelligent routing to enhance delivery efficiency. Energy and utilities providers implement smart grids and remote monitoring, while healthcare organizations increasingly use telemedicine and AI-driven diagnostics.

Across all these sectors, connectivity is the foundation that allows digital tools to function effectively. Without reliable networks, the promise of digital transformation remains largely theoretical.

Moreover, by enabling this smart solutions through the improvement and evolutions of the digital networks, it opens the door to innovative new business models, creating new opportunities for growth and competitiveness.

Resilience and Business Continuity

Connectivity also underpins business resilience. Reliable networks ensure continuity in the face of disruptions such as cyberattacks, power outages, or unforeseen crises. Cloud-based infrastructure, remote access, and redundant connections allow operations to continue with minimal interruption, protecting revenue and reputation. This is specially relevant in the case of public safety bodies to guarantee their digital communications in case of accidents, natural disasters of emergencies.

For European businesses, which often operate across multiple countries and regulatory environments, resilient connectivity is essential for maintaining competitive advantage and ensuring compliance with data and operational standards.

Driving Competitive Advantage

The future will be hybrid: advanced mobile networks (5G and beyond) combined with satellite solutions to cover highly remote areas and ensure continuity in critical environments. Connectivity is increasingly a source of competitive advantage. Companies with high-speed, reliable, and secure networks can launch products and services faster, provide superior digital experiences, respond dynamically to customer and market demands, reduce operational inefficiencies and scale rapidly across borders. In many sectors, digital capabilities enabled by connectivity now differentiate market leaders from laggards. Firms that fail to invest in robust networks risk losing ground in an increasingly connected economy.

Supporting Sustainability and ESG Goals

Connectivity also plays a critical role in sustainability and environmental responsibility. Energy transition and smart resource management depend on connected networks. Smart grids, IoT monitoring, and real-time data exchange enable reduced emissions and optimised consumption. Shared infrastructure, such as neutral-host towers and co-located network sites, reduces environmental impact and energy consumption. High-efficiency networks enable smart energy management, IoT-based monitoring of resources, and data-driven strategies for reducing carbon footprints.

European businesses are increasingly judged on environmental, social, and governance (ESG) criteria. Connectivity supports initiatives that improve energy efficiency, resource management, and sustainable operations—making it both a business and societal imperative.

In summary, in Europe, connectivity is far more than a utility—it is a strategic enabler of business success. High-quality, reliable, and secure networks underpin digital transformation, operational efficiency, customer engagement, global expansion, and sustainability. They allow businesses to harness data for informed decision-making, scale across borders, innovate rapidly, and maintain resilience in the face of disruption.

As Europe moves toward widespread 5G adoption, AI-driven applications, IoT proliferation, and further digital integration, connectivity will become even more critical. Companies that invest in robust networks today are better positioned to capture market opportunities, optimize operations, and remain competitive in an increasingly digital European economy.

For businesses seeking growth, innovation, and resilience in Europe, connectivity is not optional—it is the backbone of success.

About the Author

Vincent Cuvillier is the Chief Strategy Officer at Cellnex Telecom. Prior to this, he has been CEO of Cellnex France (2019-2023) and Group Business Development and Country Coordination Director at Cellnex Telecom (2018). Also the Chief Financial Officer at SANEF (2015-2017), Head of M&A activities at Abertis Infraestructuras (2008-2014) and financial auditor at EY Luxembourg for two years. Vincent obtained a Master’s degree from IESEG School of Management. He is currently Vice-chairman at the French Chamber of Commerce in Barcelona and member of the International Advisory Board of IESEG School of Management.

The post Connectivity: The Backbone of Business Success Across the Continent – The Strategic Pillar for Europe’s Future. appeared first on The European Business Review.