In the high-stakes world of startups, a deeply ingrained myth persists: stay silent until you have something monumental to announce. This ‘stealth mode’ philosophy suggests that premature exposure risks tipping off competitors or revealing imperfections before a product is market-ready.

AI has undeniably been the headline of 2025. Every day has seemed to bring a new tool, startup or product launch, promising transformation and innovation at levels never seen before. With so many new developments, often accompanied by both excitement and caution, how can business leaders know how to navigate the evolving AI landscape and ensure they are investing their time, money and resources in a way that truly drives value?

Technology is constantly evolving, and some trends, like AI, have been dominant players over the last few years. While AI isn’t going anywhere, there are other themes and trends that will be taking the world by storm next year.

Alison Imbert shares with Startups Magazine what makes a winning team, how her team is shifting strategies in an unpredictable market, and why she thinks being considerate isn't incompatible with being a top VC.

Speed and reliability have become the foundation of any good online experience. Now, shoppers expect sites to load without hesitation, checkouts to work flawlessly, and performance to hold steady regardless of device or demand. Data reflects this shift too, with a two second delay being enough to double bounce rates. When experience falters, customers rarely wait. Instead, they’ll move on to the next merchant offering the same product with a smoother journey. In a market where alternatives are just a click away, even brief moments of friction can mean a lost sale.

Most early-stage founders spend more time dealing with money movement than they ever expected. Not fundraising, but the simple act of getting money in and out of the business. Traditional banking still slows teams down with long processing times, inconsistent cross-border transfers, and rigid rules that do not match how modern startups operate.

Across the UK, Europe, and the US, startup leaders are facing a growing shortage of young talent who are truly job ready. Particularly in remote settings, employers increasingly seek more mature profiles with strong soft skills and an understanding of company life capabilities that many graduates still lack.

Artificial intelligence has already become a powerful democratiser for smaller companies and startup ventures, enabling them to achieve faster growth and enterprise-level efficiency. As the sophistication and simplicity of AI improves, there are also expanding opportunities for companies to enhance their competitive edge by taking direct charge of advanced technologies.

You are not your grandfather’s SMB.

While many mid-market manufacturers still fax purchase orders and wrestle brittle ERPs, born-in-the-Cloud startups enjoy a greenfield. That blank canvas is both a luxury and a trap: copy yesterday’s stack, and you inherit yesterday’s headaches.

Fintech is nearing the end of 2025 with an unmatched pace of innovation. AI is now embedded in daily operations, and the industry has grown noticeably more ambitious. But while technology accelerated, communication systems inside many organisations failed to keep pace.

A new education technology company, PupilPower, has launched with an ambitious mission: to bring immersive, virtual reality (VR) learning into UK classrooms – completely free for schools.

Startups love building elegant technology and chasing ideas no one has tried before. But in the supply chain, elegance rarely survives contact with reality. Julia Sanzharova – a supply chain transformation leader with deep FMCG and product-development experience – explains why even the most advanced AI models fall short without a solid understanding of how operations actually run.

Founders get early traction through pure hustle, personal networks, charisma, and tenacity, but at some point, relying on the hustle inhibits growth.

Early-stage founders spend a huge amount of energy on the usual forms of capital: cash, talent, time, and product. But purpose-driven startups have access to a fourth resource that often makes the biggest difference in the years where margins, headcount, and certainty are all painfully thin – their community.

When I started my business from my bedroom in 2013, I didn’t have investment, a five-year plan, or even a proper desk. What I did have was a belief that I could do things differently.

The upcoming Autumn Budget has been sparking debate across the UK economy for several weeks, largely due to leaks. The rumoured measures, from a possible exit tax (which thankfully now looks to have been abandoned) to changes to capital gains tax and pension rules, could reshape the landscape for investors, fund managers, and entrepreneurs alike. With the government looking to balance competitiveness with fairness, overburdening businesses and investors in private markets could ultimately backfire, hindering the UK’s position as a leading home for private capital.

As enterprises race to deploy AI, a startling trend is taking shape: the majority of initiatives never evolve into long-term investments because big businesses pull the plug before results can materialise.

Many leaders treat Employee Stock Ownership Plans (ESOPs) as little more than a legal formality or a simple perk to attract talent. According to Stefan Surina, CEO and Founder of Eldison, this is a critical mistake. Drawing from years of experience advising founders, he believes that an ESOP isn't just a part of a compensation package – it's the foundational tool for building a company's culture. Done right, strategic ESOP turns employees into true owners, while a poorly planned one risks creating resentment and killing motivation before a company even gets off the ground.

If you had met me in first year of university, you would have found a completely normal student. I showed up to lectures half awake, clinging to a coffee, and hoping the problem set I “remembered” submitting had not just been a dream. Nothing hinted that a year later I would be sitting in the entrepreneurship hub, convincing myself I was building the next big thing. All I lacked was a turtleneck and a slide with a graph going neatly upwards.

If there’s one thing I’ve learned after two decades specialising in leadership it’s this: startups don’t fall apart because of strategy, they fall apart because of people.