International expansion is the ultimate growth lever but also one of the fastest routes to failure if mishandled. I’ve seen ambitious startups spend millions on new markets only to retreat within a year, and I’ve also watched careful, measured plays turn into rocket fuel for growth. The difference comes down to timing, planning, and leadership.

Half-time at Old Trafford is always loud, but inside our dressing room it felt strangely focused. We were catching our breath, a few of the lads grabbing jelly babies and Jaffa Cakes, when one of the coaches slipped in and whispered something to Steve Coppell. Coppell called the room to attention and delivered the news straight: Rooney had gone off injured.

I can’t remember a Budget with as much doom-mongering and speculation in the build-up as the one Rachel Reeves delivered two weeks ago.

2026 is set to be a busy year for UK SMEs, bringing some of the most significant legal and regulatory shifts in recent times – including tighter payment rules, new transparency standards, and digital-first tax and reporting reforms.

When people hear I went from founding Whisk.com (a recipe-tech startup that I sold to Samsung) to GitLaw (an AI legal startup founded recently with $3 million funding), they usually ask how those two things are related.

Markets are breaking down, technology is shapeshifting beyond recognition, and ‘business as usual’ is becoming an increasingly unviable path. The fuels that once propelled businesses to success, scale above all else, mechanical efficiency, and unconditional growth, are now liabilities disguised as virtues. The next five years will demonstrate that the biggest threat to a healthy, functioning business isn’t competition, but irrelevance.

Imposter Syndrome is rife, and startups can feel the impact more than most.

Imagine trying to crack a complex code – but you’ve got no map, no hint, and no idea whether you’re even working on the right puzzle. That’s how many people feel at work today.

2025 is coming to a close, and what a year it has been! The end of year brings with it reflections on the year just passed, and what better way to wrap up the year than with a list of our top podcast episodes this year.

December has a funny way of reminding us that speed doesn’t always equal progress. As founders, we often sprint toward the end of the year, trying to squeeze in every unfinished task, every last-minute goal, every ‘quick’ job that we meant to do months ago. But rather than hurtling toward the end of December at full speed, sometimes the most powerful, productive move you can make is to pause, plan, and realign before stepping into the new year. And for many startups, that moment of realignment starts with one pivotal decision – learning to delegate and onboarding the right support.

Even with the right timing and planning, expansion can fail without disciplined execution. Entering a new market isn’t about opening an office and hoping for the best. It’s about legal preparation, founder-led leadership, carefully chosen hires, smart partner choices, and a tailored GTM war plan.

With the news that Tim Cook will step down as CEO of Apple, the debate about choosing a successor has sparked a wave of opinions. Whether you are running a Fortune 500 company or leading a team of 50, the core principles of succession planning stay the same. Yet many founders never think about it until they have to, or the idea feels too overwhelming to tackle. I have broken down how to approach this in a practical way, how to ensure a smooth transition, and why putting values at the centre of the decision will always set you up for long term success.

The org chart as we know it is obsolete. We’ve entered an era where creativity, code, and content are no longer separate skills, they’re part of the same toolkit.