Uber is expanding rapidly across the UK. Buoyed by a series of licensing approvals, the company has broken new ground and led thousands to sign up to become an Uber driver.

Southend-on-Sea has become the latest city to consider approval of Uber, with a decision expected to be made this month. Other cities, including Oxford, Aberdeen, and York, have also allowed Uber to operate within the last year.

The company also launched its new ride-share service — UberX Share — to major cities in May 2025 (except London). 

Below, we list every location where the transport company is fully operational, as well as the regions where you can expect it soon.

Is Uber available in my city?

In most major towns and cities, you’ll be able to book a cab through the Uber app. However, you will often be connected with local private hire and taxi firms, not Uber drivers, as the app does not have a full licence to employ its own workers in many UK locations.

But which areas have given the app a parking space? Here are the 28 UK cities where Uber is licensed to operate:

England

• Birmingham
• Brighton and Sussex
• Bristol
• Cambridge
• Hull
• Ipswich
• Lancaster
• Leeds
• Leicester
• Lincoln
• Liverpool
• London
• Manchester
• Newcastle
• Northampton
• Nottingham
• Oxford
• Portsmouth
• Sheffield
• Southampton
• Stoke-on-Trent
• York

Scotland

• Aberdeen
• Dundee
• Edinburgh
• Glasgow

Wales

• Cardiff
• Swansea

Northern Ireland

• Belfast

When will Uber come to my area?

Since the first Uber ride appeared on London streets in 2012, the app’s expansion has been a bumpy ride. This is because the platform’s convenient ease-of-use has seen it overtake traditional taxi drivers in terms of service user popularity, threatening a market monopoly.

In May 2024, London cabbies sued Uber over the company’s licence in the capital, and some cities have previously refused to grant Uber a full application, including York (which then approved Uber’s licence in June 2024).

Regional councils are cautious about reviewing Uber applications before granting permission for the app to operate in their area. Here are the areas where Uber has arrived, or will be expected to arrive.

• Lincoln

Uber was granted a licence by the City of Lincoln Council in early March 2026, despite concerns raised by local taxi drivers two years prior over Uber drivers not going through the same licensing process as other taxi companies. An Uber spokesperson said that there’s a “strong” demand in the city, and that obtaining a licence will “offer new earning opportunities for local drivers”.

• Wiltshire

While previously reluctant, Wiltshire Council finally awarded Uber an operating licence in March 2026, following a 21% decline in the number of licensed taxi firms since the COVID-19 pandemic. The council’s head of service passenger transport stated: “Uber will drive forward levels of service within the county and provide a better service to the public”.

• Lancaster

Lancaster City Council granted Uber a private hire operator’s licence in February 2026. This will give the Council the power to monitor compliance locally, including inspecting vehicles and drivers operating under its jurisdiction. Despite concerns from local cab firms around regulations, Lancaster City Council says that this decision “ensures Uber is regulated in the same way as the other 52 private hire operators currently licensed in the district”.

• Southend-on-Sea

In September 2025, Uber confirmed that it was looking to operate in Southend-on-Sea again by formally applying through the local council. However, according to Southend on Sea City Council, Uber chose to surrender its licence to operate in the area in January 2026.

• Kent

Uber was granted a one-year licence to operate in Tunbridge Wells by the local council in July 2025. The company will also offer its services in the surrounding towns of Paddock Wood and Southborough. However, local taxi drivers told The BBC that they’ve felt “betrayed” after this announcement, with one owner saying that smaller firms would struggle to compete with the “goliath” that is Uber.

• Thanet

Uber was officially launched in the Thanet District in Kent — where the seaside town of Margate is located — in November 2024. However, local cabbies told Kent Online that most of their customers, most of whom are retirement age, do not like to use apps and so would struggle to book a ride with Uber.

• Blackburn & Darwen

Around the same time, Uber was also granted a five-year operating licence in Blackburn and Darwen. Local taxi drivers expressed concerns over increased competition, which could result in smaller taxi firms closing. One cabbie also claimed that customers could be charged more for short journeys or face issues when riding with guide dogs.

• Darlington

In August 2024, Darlington Borough Council granted Uber a license to operate in the town. At the time, Darlington’s Labour MP, Sonia Kane, stated that the council were “happy to grant the licence”, as long as all Uber drivers carried out a certain level of training.

Where can I work as an Uber driver?

There are many advantages to Uber’s UK expansion. More Brits will be able to book an Uber in their area, while entrepreneurial licence holders will be able to sign up as a driver.

As of April 2024, there were 313,008 licensed taxis and PHVs in England — a 8.2% increase compared to the previous year. This shows that becoming an Uber driver is a popular side hustle for many, with flexible hours and quick onboarding making it an attractive option in a tougher economy.

Even if Uber isn’t available in your area, you can still apply to drive for the app in the nearest city to you in the list above. 

You’ll just need to obtain a Private Hire Driver Licence and Private Hire Vehicle Licence from the city you plan to move to. And once you have obtained the correct documents, you may also need to book an onboarding appointment to update your account details.

Uber has faced controversy in the past for arguing that drivers are self-employed and therefore not entitled to key employment protections.

However, a landmark ruling by the UK Supreme Court found that the app must now treat all drivers as workers, meaning they now earn the National Living Wage and holiday allowance.

Still waiting for your ride? We’ll keep this page updated with all new licensing applications from Uber, so you’ll know instantly if the app is coming to your area.

We all know that certain personality types will suit some roles better than others. But introverts – loosely defined as those who prefer spending time alone over socialising – seem to get the worst end of the stick when it comes to the recruitment process.

In the business world, extroversion is commonly rewarded. Everywhere you look, vacancies are demanding skills that don’t come naturally to wallflowers, such as the ability to work in a team, or communicate well.

Thankfully, there are some lesser-known roles which are perfect for those who work best on their own. We’ve listed them below, alongside their average salary, for a complete list of the best ‘lone wolf’ work professions.

We’ve also included jobs you can do while you’re self-employed, by registering as a sole trader. The clue is in the name: sole traders often operate their business on their own, so they can set their own working style that suits their own unique disposition.

1. Bookkeeping

• 📗 Average salary of an experienced bookkeeper: £35,000 a year

Bookkeeping is the perfect career for Type A individuals who love burying their heads in a spreadsheet. As a bookkeeper, you’ll take care of all financial transactions for clients or employers (usually businesses, although occasionally high-net worth individuals).

This role does require communicating with clients, so it isn’t one for complete anti-socials. However, because bookkeeping can be done entirely online, most of this interaction is through virtual correspondence in a calm, library-like environment. Perfect.

Required skills for bookkeeping:

• Data-entry and computer literacy
• Proficient with Microsoft Excel and accounting software
• Knowledge of basic bookkeeping principles
• Organisational and attention to detail

2. Craft seller

• 🧵 Average salary of an experienced crafter: £35,000 a year

Introverts enjoy quiet time in a calm working environment, which is why many choose to become a crafter. Whether you crochet, paint, or make trendy TikTok jewellery, monetising your hobby is a great way to run your own business on your own terms.

Setting up an Etsy store, or else selling on Amazon, is one route into this career path. However, for those who don’t mind the occasional trip outdoors, you can also look for small local trade shows to become a market seller and flog your wares in person.

Required skills for selling crafts:

• Obviously, expertise in a craft
• Business administration
• Sales and marketing
• Branding and product design

3. Copywriter

• ✍️ Average salary of an experienced copywriter: £50,000 a year

Digital copywriting is an incredibly in-demand skill, with brands seeking ever more inventive social media posts and blogs to stand out from their internet peers.

As an employed copywriter, you’ll avoid draining small talk sessions in the office, as you’ll work closely with only a few people in-house. Instead, most of your time will be spent penning creative masterpieces at the desk.

Anyone with a flare for writing can also easily monetise their passion by becoming a freelance copywriter. Simply set up a portfolio, decide on your rates, and put finger to keyboard. And, as copywriting can be done anywhere, it’s also an ideal digital nomad job.

Required skills for copywriting:

• Proficiency in your chosen language
• Ability to research
• Creative thinking
• Ability to meet deadlines

4. Cleaning business owner

• 🧹 Average income of a limited company owner: £37,000 a year

Cleaning can still be an excellent profession for introverted people, as you’ll interact sparingly with clients and can get on with the job in hand.

Starting a cleaning business is the most lucrative way into this industry. Residential or domestic cleaning is your best bet, as you’ll likely need to manage a team of workers to sanitise entire office buildings.

Required for starting a cleaning business:

• Attention to detail
• Marketing skills
• Equipment and products

5. Data scientist

• 📊 Average salary of an experienced data scientist: £85,000 a year

Data science is another remote job that can be done away from noisy and busy social settings. In this role, you’ll analyse and interpret complex digital data, which (like bookkeeping) means a lot of time spent burying your head in spreadsheets.

Of course, data scientists don’t operate in a vacuum. You’ll occasionally need to come up for air to present your findings to clients or department heads, particularly as you become more experienced. But the job can mostly be done from the comfort of your own space.

Required skills for data scientists:

• Data visualisation
• Statistical thinking
• Database management
• Cloud computing

6. Dropshipping

• 📦 Average income of a dropshipper: £24,000 a year

Dropshipping, where you sell goods directly from the manufacturer to the customer, is a dream profession for introverts. You don’t ever have to meet, speak to, or even email, your suppliers. You can simply set up a dropshipping website and start automating your sales.

No job is completely without communication, and it’s a smart idea to have a messaging channel open for customers to contact your storefront in case of an emergency. But even this, you can automate, making dropshipping the ultimate business model for shy sellers.

Required skills for dropshippers:

• Customer service
• Time management
• Search Engine Optimisation (SEO)
• Basic understanding of ecommerce builders

7. Gardener

• 🌱 Average salary of an experienced gardener: £26,000 a year

The meek shall inherit the Earth. Or, they shall shovel it. Plenty of introverts love escaping to the rural countryside to be alone with their thoughts, and working as a gardener is a great way to make a career out of a passion for the stillness and solitude of the great outdoors.

There are a plethora of career options to plant your flag in, here. Garden maintenance is the easiest route, and doesn’t necessitate any green fingered certificates. More qualified gardeners can also manage centres or nurseries, and even large grounds and woodlands.

Required skills for gardeners:

• Customer service skills
• Eye for design
• Ability to operate and control heavy equipment
• Physical dexterity (eg. lifting and bending)

8. Pet care

• 🐶 Average salary of an experienced pet groomer: £20,000 a year

Many introverts will tell you they prefer the company of animals to people. They’re in luck. Pet care is a booming industry and there are plenty of ways to make money in a career that allows you to spend boundless time with furry friends – and negligible time with their owners.

There’s not a lot of money in the sector, so we’d recommend it for part-time work. Dog grooming is probably the most lucrative profession. However, you can also set up a dog walking business, or become a pet sitter by training online.

Required for pet care:

• Pet business insurance
• Organisational skills
• Business administration
• Caring nature

9. Proofreader and copy editor

• 👓 Average salary of an experienced proofreader: £46,000 a year

Proofreaders are the unsung heroes of the publishing world. They check every piece of important copy for grammar, spelling, and punctuation and accuracy. Copy editors do a similar role, however they tend to make heavier edits and can earn up to £42,000 a year.

Bookworms will be best-suited to this role, but keep in mind that the best proofreaders aren’t those who check basic copy. Editors are often needed to factcheck reams of technical material, so those with expertise in a field of study can make a niche for themselves.

Required for proofreading:

• Excellent written communication skills
• Proficiency in your chosen language
• Experience with writing software
• Time management skills
• Attention to detail

10. Software developer

• 💻 Average salary of an experienced software developer: £70,000 a year

We’ve already established that introverts love their alone time, and that’s why they are often drawn to developer roles. The majority of these are now done in remote or hybrid roles, so you can get stuck into a programming or engineering project in your own work environment.

Working as a freelance software developer is one option, or you can work for a company (if you don’t mind small talk at the occasional team meeting). Either way, this career path is one of the most well-paid in the industry, with salaries of over £100k in some big London firms.

Required for software developers:

• Critical thinking and analytical skills
• Experience with programming languages (eg. Python and Java)
• Knowledge of software design principles
• Knowledge of Database Management Systems (DBMS) such as SQL

11. Video editor

• 🎥 Average salary of an experienced video editor: £45,000 a year

Film/video editors are in charge of editing footage, dialogue, sound effects, and graphics to produce a final film or video product. It’s deep-dive work that requires plenty of creative thinking and alone time – making it ideal for introverted thinkers.

There is one important caveat to this that shy staff should know. Most video editing jobs are gig-based, which means you’ll likely have to attend business events to find new work. If you’re not one for parties, it might be tricky to build connections at first (but not impossible).

Required skills for video editors:

• Organisation and time management
• Experience with Adobe Illustrator and Photoshop
• Editing and storytelling
• Communication and problem-solving

12. Web developer

• 👩🏻‍💻 Average salary of an experienced web developer: £60,000 a year

Too many cooks spoil the broth, and that’s never truer than when building a website. Web developers typically work independently. They will move from project to project and spend their time focused on writing code, designing pages, and troubleshooting issues.

Web developer roles are often remote-first, so they typically promise a bit of peace and quiet away from busy office roles. Keep in mind that this career does still require you to work closely with the client to ensure you correctly fulfil their brief. However, in a remote job you’ll have more control over this interaction, including when, where, and how often it occurs.

Required skills for web developers:

• Mastery of HTML, CSS, and familiarity with Javascript
• Understanding of user experience (UX) principles
• Knowledge of web design or digital marketing trends 

Want to change jobs, but have no idea what to do? Read about over 100 new business ideas to find your next career inspiration.

Manchester United F.C. boss, Sir Jim Ratcliffe has offered remote workers an early bonus if they resign by next Wednesday, in the club’s latest efforts to force staff to return to the office.

The Red Devils had told employees to be back in the workplace full-time by 1 June. After an unenthusiastic response, the club yesterday emailed teams to confirm that anyone who does not comply with the new rules can quit within the next week and receive a four-figure payout.

According to The Guardian, the email read: “We are aware that a number of colleagues prefer not to commit to this new way of working and are keen to understand their options.

“With this feedback in mind and the fact that we respect each colleague’s right to choose their approach to work, we will allow those who wish to resign now to claim their bonus early for this season if they cannot work from our offices from 1 June.”

Red card for remote work

Manchester United claims its latest HR policy is not designed to force remote teams to quit. The Guardian reports that a spokesperson for United has stressed “this isn’t a voluntary redun­dancy programme.”

“The club recognises that not everyone wants to work from the office full‑time so has provided options for staff who don’t wish to return to the office to step away now,” they added.

However, by incentivising remote staff who leave the club with a cash bonus, Ratcliffe – who is Manchester United’s minority owner – is effectively launching a two-pronged attack on remote work. Come back to the office full-time or resign, appears to be the email’s subtext.

Manchester United’s missive is only the latest in a series of ramped up efforts by UK employers to mandate a return to office (RTO) and deter home working.

Dell Technologies is one such employer. After its new office work ‘incentive’ was unveiled in an internal memo, Dell staff were told they must work in the office at least three days a week or lose out on “career advancement” such as promotions and pay rises.

Will employees play along?

With Manchester United’s latest RTO measure, the ball is now firmly in its workforce’s corner. It’s unclear how many team members will choose to take the cash bonus.

Research has shown that many business managers are ignoring RTO mandates, due to the popularity of flexible working benefits among workers. Should the decision lead to a mass walk-off from employees, it could be an own goal for Ratcliffe.

However, Ratcliffe has already signalled that he plans to trim his employee base. He has previously suggested that remote staff are less productive, citing email statistics as proof.

Efficiency is on everyone’s minds as firms grapple with poor trading conditions. Many large companies have made layoffs to keep staffing costs down, including Meta. Perhaps Ratcliffe sees a shrunken team of office workers as more cost-effective than employing remote staff.

Our research would disagree with this hypothesis. In a survey of 546 UK SMEs, we found that 38% of in-office firms cut jobs last year, versus 16% of remote teams, suggesting that home working policies are actually more likely to lead to healthy business performance.

Flexible working on the rise

With all the headlines about organisations threatening a return to the office, it is easy to forget that flexible working is still on the rise among UK workplaces.

In the same survey by Startups, two thirds of SMEs reported plans to extend flexible working in 2024. More than 10% said they would increase the number of days staff work at home.

SMEs tend not to be weighed down by expensive rent payments and other related office costs, meaning they can be more flexible when it comes to employee benefits such as out-of-office working.

While large employers become stricter about when and where people work, our findings suggest that job seekers who want to find remote employment should seek out opportunities at smaller, more agile companies, such as startups.

Indeed, many workers could be tempted away from the big business leagues if the war on remote work continues.

Every entrepreneur knows how lonely starting a business can be. The road to company success has many barriers to overcome, so it’s important to build up strong relationships with allies, mentors, and partners when you can.

Attending networking events is the best way to forge new connections. But it can be difficult for new business owners to know where to start. And there’s nothing worse than forking out a £50 fee for an event that ultimately feels like a wasted evening.

That’s why our list of local business events for June are all entirely free to attend. We’ve found 83 lunches, forums, and webinars across 14 major UK cities that will cost you nothing, and generate valuable connections that could lead to business opportunities in the future.

Consumer-facing businesses which are found to be misleading customers will face harsher penalties, under new laws passed by the UK parliament yesterday. 

The Digital Markets, Competition and Consumers Bill (DMCC) is a set of legislation that gives the Competition and Markets Authority (CMA) greater powers to clamp down on exploitative trading practices such as drip pricing, fake reviews and subscription ‘traps’.

Parliament rushed to approve the legislation before it was dissolved ahead of the upcoming election. The Bill is expected to be fully ratified this autumn. Here’s what businesses need to know.

What is the DMCC bill and what does it mean for businesses?

The government first announced the DMCC bill back in 2022. In its initial iteration, the bill largely focused on forcing large technology firms with designated “Strategic Market Status” to conform to new codes of conduct. 

However, the final draft – published in April 2023 – has also seen changes to a number of consumer protection areas that will impact a broad range of business models. These are:

1. Drip pricing

During the run up to the DMCC Bill’s passing, the issue of drip pricing (where buyers are misled by an affordable upfront price before being ‘drip fed’ extra charges later in the buying process) has been widely debated. 

It is rife in specific sectors, such as aviation, where Brits are now used to seeing airlines add seemingly arbitrary fees for seat bookings, or for additional leg room when planning a holiday.

But once the DMCC act becomes law, companies will be required to set out the total charge – including product price, hidden fees, and taxes – that shoppers will incur on a purchase. 

Some sum totals cannot be reasonably calculated in advance. In these cases, the business must find other ways to clearly explain their pricing structure and what it means for customers.

2. Subscription contract ‘traps’

The DMCC also plans to stamp down on sign-up deals that ‘trap’ customers into potentially expensive subscription agreements that are hard to cancel. Among the measures introduced:

• Extended ‘cooling off’ period – after they sign a contract, consumers currently have a 14 day cooling-off period when they can cancel for a full refund. The DMCC Bill will extend this to cover contract renewal windows
• Reminders – businesses must inform consumers when key dates are approaching. Specifically if a payment is due, a contract might auto-renew, or a free trial is ending
• Simplified exits – the DMCC Bill states that consumers should be entitled to cancel a contract in a single communication. The instructions for how to do so must also be easy to find, such as published in an online knowledge base

3. Fake reviews

Another practice that will now be considered unfair is the publication of false reviews. One government report suggests that up to 11% of reviews on UK ecommerce sites come from dummy accounts. Social media was found to be the most common home for fake reviews.

The DMCC Bill means that business owners are responsible for taking measures to discourage, block, or remove customer testimonials they believe to be untrue. 

SMEs should be aware that online marketplaces, like Amazon and eBay, will also likely step up measures to remove fake reviews as a result of the law change.

Global consumer review website, Trustpilot, last week announced it removed around 3.3m fake reviews in 2023, representing 6% of all reviews on the site.

What is the penalty for non-compliance?

Failure to follow the new DMCC guidance will now be considered unfair commercial practice, similar to the EU’s Consumer Protection from Unfair Trading Regulations 2008 act.

Breaches will be considered a civil liability, not criminal. However, the DMCC Bill means they will still result in a hefty fine by the CMA — up to 10% of a company’s annual turnover. 

For small businesses, this amount could potentially be ruinous. Likely, this penalty level will be reserved for big business offenders.

For example, global ticketing platform Ticketmaster was recently revealed in a Which? study to bump up its transaction fees by almost a quarter, using drip pricing.

Businesses with consumer contracts who may be impacted, such as ecommerce firms, should review their pricing and marketing strategies to stay compliant with the DMCC Bill. 

The new laws could even be useful guidance for strengthening customer relationships. The DMCC Bill is designed to protect consumers and build trust between them and brands; an objective that can only be beneficial for businesses in the long-run.

Does customer service need a restyle?

Overall, 51% of Brits say they still like chatting to their hairdresser during an appointment. But the chair could soon tip in favour of a “silent service.” This could even reflect the way that customers have become accustomed to communicating through – or even with – machines.

Human interaction has become increasingly rare in the digital age, and our reliance on technology is having an impact on our social skills. 

Studies have shown that Gen Zers dislike taking phone calls and become anxious when asked to make them at work. The same can be said for their email writing, which even Jodie Foster had a lot to say about. 

In an era where some customers will turn to an AI chatbot sooner than they would pick up the phone, salon owners should consider how to use key customer service skills, like personalisation, to create a service menu that caters to every client’s needs.

In Finland, one salon has already introduced a “chat-free” option to clients who don’t feel like talking. Perhaps it’s time for chit chat at the hairdressers to undergo a similar big chop.

Struggling fashion brand and Y2K favourite, Superdry has suggested it will close more of its 96 UK stores as part of a radical restructuring plan, as it seeks to avoid becoming the latest high street brand to fall into administration.

In the proposal, sent to shareholders on Monday, the company announced aims to reduce its “cost-onerous store footprint” over the next year.

Once a beloved British brand, Superdry has struggled with various leadership challenges and pricing miscalculations over the past decade. In April, the company said it wanted to delist from the London Stock Exchange by the end of July.

Which Superdry stores could close down?

The published notice refers to the closure of certain Superdry stores in the UK if the restructuring goes ahead.

Eight shops shut down last year at various sites including Ipswich, Luton, and Stoke On Trent. In April, shoppers said goodbye to another outlet at the Overgate shopping centre in Dundee.

It’s unclear which outlets Superdry will lock up next. However, CoStar has reported it is seeking rental reductions at around 40% of its 94 UK stores, representing around 37 sites.

Between 25 and 30 stores across Europe have also been earmarked for closure over the next 12 months, the statement declares.

As of 2024, the company employs around 3,350 staff members. The restructuring plan refers to “the reduction in the number of personnel associated with these store closures”, although an exact figure for the expected jobs lost has not yet been confirmed.

Shift to online

Dunkerton has also indicated that Superdry will invest heavily in improving the brand’s ecommerce offering if his restructuring plan is accepted. 

The proposal refers to “the implementation of a new third party e-commerce platform to replace its existing proprietary system, which will enable a revitalised and more efficient e-commerce strategy in the UK and internationally”.

This “refreshed ecommerce approach”, it says, will allow the brand to keep up with fast-moving fashion trends and move away from seasonal ranges that quickly go out of style.

Many brick-and-mortar retailers have struggled to contend with the ecommerce boom. Online sellers, who don’t need to pay for large stockrooms and real estate, can often afford to offer cheaper prices, enticing customers who are seeking cheaper deals.

Tellingly, brands including Marks and Spencer, which have invested in their websites and shopping apps, have seen a return to profitability this year.

Will the plans be accepted?

The suggested restructuring has been put forward by boss Julian Dunkerton, and has not yet been confirmed by creditors. Shareholders will spend the next few weeks deciding whether to accept the designs.

Dunkerton has previously found himself in hot water with his board of directors. He famously stepped down as boss in 2018, before forcing himself back in one year later when the company’s share price came crashing down.

However, Dunkerton appears so confident the board will accept this proposal that he has pledged to insure the plan using up to €8m of his own money.

If the board doesn’t back the plan, Sky News has reported that the business will enter an emergency four-week sale process, which will also likely lead to job losses and store closures.

The situation is similar to that of another large retailer, The Body Shop, which entered administration earlier this year and will be auctioned off this week.

Today, supermarket chain Lidl revealed it has turned half the lights off at some UK stores, in order to double down on its efforts to cut its overheads, and ultimately help customers save money in the cost of living crisis.

Rising inflation, and the subsequent spike in supply chain costs, mean grocers are struggling to keep prices down for consumers. Some brands have been better at it than others, however. Last month, Tesco caused ire when it announced pre-tax profits of £2.3bn.

Lidl is known for its innovative solutions to shield customers from price rises. Here are five measures the brand has introduced to trim its own costs, and in turn save customers money during the weekly shop.

1. Turning the lights off

We’ve all been feeling the pinch of rising energy bills, and large retail brands like Lidl are no exception. The chain needs to keep heavy industrial equipment like fridges and freezers running all day, which has naturally added a few zeroes to their gas and electricity invoices.

As first reported by the BBC, Lidl has responded to the cash crunch by dimming half the lights in its stores across the island of Ireland, to drastically reduce its energy usage.

JP Scally, Chief Executive of Lidl Ireland, told the BBC, “we’ve turned off half the lights in our stores over the past year and a half just to try and reduce electricity bills, which allows us to really shield customers from some of those price increases,” he said.

2. Switching to electronic price tags

One change you might not have noticed at Lidl stores is the switch to electronically-powered price tags from paper print-outs. It’s a small tweak, but it promises big savings for Lidl.

As well as reducing the amount spent on paper and ink, Lidl can phase out its printers in the long run. Lidl has said the move will help to save an estimated 206 tonnes of carbon a year.

Plus, the poor soul who previously had to spend hours a day manually checking labels, and printing out updated price stickers, is now freed to focus on customer service.

3. Limited ranges

Everyone knows about Lidl’s mad middle aisle that’s filled with everything from fish food to inflatable slides. This is not just the vision of a rogue store manager, however.

Using data algorithms, Lidl adopts a lean approach to match its discount products to purchasing patterns. This way, it can cater directly to customer needs and retail trends, rather than overloading shoppers (and its backroom inventory) with irrelevant impulse buys.

The result is a faster, more efficient shopping route through stores that reduces browsing time and, indirectly, reduces the number of in-store tour guides that Lidl needs to employ.

4. Wholesale-style decor

Lidl’s shelves aren’t pretty. Most of its food and drink items are displayed in the same boxes they were stored in at the warehouse. But what’s mildly displeasing to the eye has also been one of Lidl’s biggest cost savers.

This wholesale-style of decor solves one of the most time-consuming tasks for floor staff: shelf stocking. Replenishing tins of beans is much easier when you’re simply swapping one box for another. And again, this frees up shop assistants to concentrate on the customer.

Yes, if they want more experiential retail, there is a danger that shoppers might seek out more aesthetic stores, like Whole Foods. But Lidl has made its name as a discount retailer for a reason. It knows the search for a good deal means it will almost always win that battle.

5. Paying staff more

Odd as it sounds, Lidl’s higher wages mean it’s able to pass further savings onto customers. Supermarket pay has been a race to the finish this year. All the big retail names including Aldi, Asda, and Sainsbury’s, attempted to one-up staff earnings ahead of the new National Living Wage, which came into force this April.

Lidl has kept a close eye on the market rate. So far, it has raised employee pay three times this year to ensure it is staying competitive. That’s because at Lidl, workers aren’t employed in specific roles, like door greeter or till workers.

Instead, they are skilled all-rounders, who can jump to clean up a spill or help out in the stockroom at a moment’s notice. This allows the retail chain to operate with a smaller, yet more productive, workforce; keeping wages up, but overall payroll costs down.

Tesco profits, but Lidl bags the customers

Lidl’s emphasis on saving customers money means it hasn’t pulled ahead of competitors like Tesco when it comes to profits. But the strategy is helping it win the PR battle.

By making small tweaks to its operational model, Lidl has been able to prioritise savings for shoppers; a move that will bear long-term fruit in the form of bolstered customer loyalty.

In February, Lidl GB renewed its commitment to that goal. Richard Bourns, Chief Commercial Officer at Lidl GB, said: “While other supermarkets may try and match us with price promises and loyalty schemes, we know more and more customers are coming through our doors and staying thanks to our unbeatable offering.”

Clearly, the approach is working. Earlier this month, data firm Kantar revealed that Lidl has achieved a record market share of 9.1% in 2024 as a result of its customer-centric approach.

Meanwhile, Tesco has found itself in murkier waters after boss Ken Murphy was paid a record £10m CEO salary. The High Pay Centre, a business think tank, said the huge pay packet highlighted the “extreme disparity” between UK workers and the super-rich.

Still, as the above measures indicate, scale-up is not just about saving money, but also about reinvesting it. Small, savvy cuts to inventories and energy will boost cash reserves, which should then be spent on smart growth areas like staff salaries and new technology.

Naturally, a balance is required. But if firms consider what’s best for customers, not just their cash flow, the long-term benefits will blossom into healthier buyer relationships and profits.

Would you rather be stuck behind your work desk, or stuck in traffic? This is the Catch 22 that flexible workers might soon find themselves in, as a new study suggests that time saved by ditching the commute is instead being spent on overtime.

In an employee survey by software company Protime UK, one third of respondents in remote and hybrid roles said they were more likely to work extra unpaid hours while working from home, compared to what they might do in the office.

Losing the daily commute is one of the most appealing factors for employees who work from home. But Protime’s research suggests the benefit is being cancelled out by an avalanche of extra work for teams working remotely. Have we simply swapped one time drain for another?

Employees working longer as economy slumps

It’s no secret that the UK economy is in poor health. High interest rates and low productivity mean businesses have taken a battering. 

As a result, many organisations have laid off staff and paused pay rises, increasing workloads for existing employees. 

Protime UK’s new study paints a dismal picture of how these pressures are impacting the workforce. In total, the Protime research finds that 54% of company employees are now regularly working additional hours for free in the UK. According to the results:

• 18% of employees now work between half a day and a day extra per month
• 26% of employees now work up to a day extra per month 
• 10% of employees now work between two and four days extra per month

Staff in the last group will carry out the equivalent of more than a month of unpaid work per year, totalling £1,560 per month if they are being paid the National Living Wage. 

Could a commute be better for wellbeing?

Protime also asked employees what the impact of working overtime has been on their wellbeing. The response was overwhelmingly negative.

53% said they have experienced an increase in stress and anxiety, while 41% of employees feel burnout. This aligns with Office for National Statistics data, which has shown a sharp rise in the number of people going on sick leave due to poor mental health. 

The fact that remote and hybrid workers are most likely to report working overtime may surprise those who have heralded flexible working as a way to improve work-life balance.

Blurred work boundaries, combined with growing to-do lists, is tying employees to the desk for longer. Concerningly, it could suggest that managers view the time saved from losing the daily commute as hours gained in the workday – and are upping workloads as a result.

According to government statistics, the average commute time in the UK is 28 minutes each day. That means, on average, travel to and from work will still not be as long as hours spent working overtime for the majority of hybrid workers.

However, some employees might decide that half an hour on a train or bus, or behind the wheel, is more attractive than a lie-in if it means they get to finish work at 5pm.

Return to office

Protime’s survey throws a curveball into the controversy around return-to-office policies.

The debate has seen many large businesses introduce RTO mandates as a way to entice remote teams back through the office doors, which a majority of the workforce has rejected.

Now, however, the promise of lessened working hours could provide a convincing incentive for staff members, some of whom are already being threatened with lost promotions and attendance tracking if they do not comply.

Of course, time is not the only factor in choosing not to travel into the workplace. For those who take public transport, costs saved on bus or train fares could outweigh an early finish. 

That’s why some offices have started to fund their workforce’s commutes, removing another barrier to the return to work.

The rise in remote work overtime is stealing from the promised benefits to work-life balance. Faced with mounting workloads, and rising stress levels, could a return to the commute soon be on the cards for UK employees? 

We come to it at last. After months of rumour and speculation, Rishi Sunak has set a date for the UK general election. On 4th July, just six weeks from now, voters will go to the polls to decide on the future leadership of the country.

For both Labour and the Tories, there’s a crucial business vote to capture. Sunak may have timed his announcement to align with the news of the UK’s decreasing inflation rate, but for UK businesses, there’s a lot more progress and commitment they’re keen to see. In an exclusive Startups survey of 546 UK small businesses conducted ahead of this election year, we found that 58% of business owners believed that a change in government in 2024 would have a positive impact on their prospects. Just 9% felt it would have a negative impact.

That sounds like bad news for the incumbent government. But, there’s a lot of ground for Keir Starmer’s Labour party to make up, too – the ‘Ming Vase’ strategy of not revealing details of their core policies has to now give way to the kind of statement manifesto that can catch the eye of the business vote.

We’ve spoken to startup and small business leaders in the UK to get a sense of what kind of policies they want to see from the soon-to-be-unveiled party manifestos.

“Take a cautious and balanced approach to AI regulation”

“Whoever is the leader of the next government will, almost by default, need to take a personal interest in and stance on AI.

“What we as AI entrepreneurs are hoping to see is a government that continues to take a cautious and balanced approach to regulation, and one that doesn’t just do the easy work of talking to big tech, but also the hard work of engaging directly with, and listening to the UK startups that will form the backbone of a healthy domestic AI economy.”

Dr Roeland Decorte, CEO and Founder of Decorte Future Industries

“Engage with entrepreneurs and give real incentives to buy from female-founded businesses”

“For a start, it’s about time we saw better engagement with the startup ecosystem.

“During the Coalition Cameron years, entrepreneurs were in and out of Number 10, right at the heart of things and the engagement was high. It’s been remote and disjointed in recent times. I’d like to see an energetic government focused on the high growth scene that truly listens.

“An example of it going wrong was the raising of high-net-worth individual thresholds without detailed consultation, which marginalised a huge group of female angel investors at a time when investment from women and into female-led businesses should be a priority. It was a genuine mistake and quickly redressed thanks to some campaigning from the ecosystem, but an example of what shouldn’t happen.

“With the election on 4th July posing a sooner possibility of a switch in government, I would like to see increased support for female entrepreneurs on the list of government priorities. Support and investment for female entrepreneurs has been minimal and performative, so the next government needs to focus on turning words into action.

“They need to be encouraging corporates to buy more from female founded businesses and smaller companies generally. Corporates are sclerotic and let down their customers by not looking beyond a cosy cartel of suppliers. But it needs a carrot, not a stick, approach to make it attractive enough for big companies to act. For a long time, the US has supported buying from female and minority-owned business with tax breaks and other incentives; it’s time we followed.”

Sarah Turner, Home Grown ambassador and Angel Academe CEO

“Support the science and technology communities and tech hubs”

“Whichever government we have next will need to think carefully about how to support the science and technology communities and tech hubs.

“Cambridge and its deep tech research, development and entrepreneurship in areas like AI, quantum, semiconductors and new materials play a key role in growing our economy – it’s vital that the next government recognises this with policies and following action to match, to improve public services and create high skilled jobs that can power it forward.”

Chris Bruce, Chairman of Cambridge Tech Week

“Take a light touch approach to regulation of inventions”

“A common-sense and ‘light touch’ approach to regulation of inventions in industries such as biomanufacturing will be welcomed by innovative businesses across the country looking to take their products and services to market, and this should be prioritised by the next government.

“For example, in the biomanufacturing space, there is a risk that heavy-handed regulation could prevent UK companies from exploiting their existing competitive advantage.

“On the funding and investment side, there is an increasing feeling that the Mansion House Reforms, which have been such a focus for the current government, do not go far enough to unlock the potential of pension investments. More reforms in this space are needed if the UK is to keep its competitive edge.”

David Holt, Partner and IP Solicitor at Potter Clarkson

“We need clear goals on construction”

“There’s a significant gap between renters and affordable properties with only around 20,000 affordable homes becoming available annually and the number of first-time buyers at a 10-year low last year. We need clear goals on construction and explicit guidance on the funding the government will allocate to the housing sector.

“It would be a significant achievement if the Leasehold Reform Bill is passed before the general election. Additionally, we need clarity on the new government’s stance on Shared Ownership. Currently, it’s the only viable option for first-time buyers in London without the bank of mum and dad. If the government plans to back Shared Ownership, we need to understand their strategy for significantly increasing the supply of new Shared Ownership homes, given the massive shortage.”

Floris ten Nijenhuis, Founder of Stairpay

“Peace in Europe requires funding and innovation”

“The elected government must prioritise defence and international cooperation. Not only does the UK need to safeguard itself and bolster its own defence capabilities, financial support for its allies is also important.

“What we have seen since the outbreak of the war in Ukraine is global instability, from food scarcity to soaring fuel and energy prices. Peace in the region requires funding and innovation, and whichever government is elected on 4th July must invest in technology (and the companies spearheading this) that will help achieve and maintain security.”

Andriy Dovbenko, Principal and Founder of UK-Ukraine TechExchange

“Ensure that the UK is a world leader in space”

“Skyrora would like to see investment in the space sector on the list of any government’s priorities. The innovative and intensive nature of the industry means that we require support from all levels – in the form of public and private investment – to ensure that the UK is a world leader in space.

Unlocking space is key to unlocking a thriving economy and will also play an important role in the nation and its allies’ defence capabilities.”

Volodymyr Levykin, CEO and Founder of Skyrora

Kickstarter, the global crowdfunding platform that has raised over $8bn for early-stage ventures, has announced a major new update that could drastically increase the amount of funding raised by budding founders.

The biggest change is the addition of a ‘Late Pledges’ feature. Using Late Pledges, Kickstarter users (termed “creators”) will be able to continue to collect pledges once the campaign ends; addressing a common pain point for campaign runners. 

The update brings Kickstarter more in line with rival brand GoFundMe, which already accepts donations after a goal is reached. GoFundMe was founded one year after the former, but has since become the largest crowdfunding platform in the US.

How does the Late Pledges feature work?

Kickstarter has been instrumental in helping new businesses to access vital early-stage capital. It is essentially a pitching platform for the public. Entrepreneurs post their business idea online and, if it is well-received by users, they can pledge money to fund the project.

As a result, Kickstarter has helped some of the fastest-growing startups in the UK, including Startups-100 alumni Fussy and Beam, to get off the ground.

However, because campaigners must input a set amount of money they are targeting, entrepreneurs have previously been forced to move their project to a different source of capital in order to keep funds coming in once their Kickstarter campaign has finished.

The new Late Pledges feature should put an end to this conundrum. According to Kickstarter, the feature is directly embedded in Kickstarter, so creators won’t need to turn to third-party management sites like BackerKit or GoFundMe to keep taking donations.

The Kickstarter announcement reveals one creator has already collected 35% more than their funding goal by being able to accept pledges post-campaign.

What else does the update include?

Alongside Late Pledges, Kickstarter has also launched a suite of new tools designed to assist Kickstarter users throughout the entire lifecycle of their campaign.

Recognising that marketing and forming lasting relationships with investors can be as key to new business growth as capital, the platform has put together a “Kickstarter Performance team”, dedicated to helping campaigners sell their project to potential backers.

Kickstarter says this team “provides support every step of the way, from creative services and pre-launch marketing support to ad measurement and execution”. Beta tests have apparently helped creators to raise nearly $1 million in pledges so far.

Additionally, a revamped survey tool will ensure creators can more accurately collect information from backers for future purchases, such as item preferences and shipping addresses. All features have been made available to Kickstarter customers this week.

Got a brilliant business idea? Read our funding guides to find out how else you can raise money for your venture.

Gareth Southgate has unveiled his 33-man preliminary squad for June’s UEFA Euros 2024. There are some notable omissions, and – if chosen – many names will make their Three Lions debut. Outside of their footballing day job, however, some are also secret angel investors.

Premier league footballers are among the highest-paid employees in the UK, so it’s no surprise that plenty of those chosen also boast impressive investment portfolios. Most pour their money into property or fast cars, splashing their spoils across the tabloids.

But some football stars are cannier. They use their millions to gain angel investor status, and choose to invest in fast-growth startups. Below, we’ve listed the sports stars who know a great pitch when they see one.

1. Harry Kane

England’s captain also leads his team when it comes to investments. According to this year’s Sunday Times Rich List, the ex-Tottenham striker now has an estimated net worth of £109.6m; more than £10m of which comes from his company, HK28 Limited.

Through the business, Kane has invested in no fewer than five fast-growing startups. That includes the Startups-100 listed company, Bio&Me, which closed a £1.4m funding round in 2022. The stake means Kane is now a major shareholder at the business.

Kane has also poured money into fitness startup, OxeFit, bone broth food brand, Freja, and the US-based indoor “soccer” operator, Toca Football. He also became the lead investor and brand ambassador for golf wear brand, Reflo earlier this year.

2. Trent Alexander-Arnold

Liverpool FC player, Alexander-Arnold earned around £180k a week in the last Premier League season and the club is so desperate to keep him, they’re reportedly promising him the highest salary for the upcoming 2024-25 season.

The midfielder can add that jackpot to his blossoming portfolio. So far, his most high-profile investment has been in the Alpine Formula 1 Team, which is also backed by the Hollywood actor, celebrity alcohol brand investor, and Wrexham FC co-owner, Ryan Reynolds. But he’s not just funding the big guns.

Alexander-Arnold also has a stake in APEX, an investment manager that has so far financed three startup firms. These include nutrition platform, Hexis, athlete profiling tool, Traits, and virtual fan engagement platform, VRTL.

3. John Stones

Manchester City centre back, John Stones has been on the bench for much of the last Premier League season. Judging by his VC record, though, he’s put that time to good use. 

What is it with Premier League players and golf? According to Bloomberg, Stones has used his significant net worth of £55m to invest in a San Francisco team competing in ‘TGL’, a new indoor golf league created by Tiger Woods and Rory McIlroy. 

Likely, this will be the first of many future funding moves for Stones, who is now the second-highest-paid defender in the Premier League.

4. Ollie Watkins

Aston Villa forward Ollie Watkins is believed to have netted around £40m in 2024 from his football salary. And, while his colleagues put their wages into sports startups, we’re thrilled to see Watkins investing in his own, personal interest: trainers.

Last year, Watkins became one of a number of individuals to fund fast-growing premium trainer brand, The Edit LDN. The company, which already sells in Harrods, has previously raised £3.9m in capital to expand into North America and the Middle East.

Commenting on the decision, Watkins told The Edit LDN: “I’ve always had an interest in sneaker culture, and joining forces with The Edit LDN feels like a natural step.” Let’s hope he puts his best foot forward at England’s first match as well.

Who missed out?

When the England team begin their traditional lip syncing of the national anthem on June 16, some key faces (and investors) will be missing from the line-up. Here are the investment portfolios of those talented players who didn’t make this year’s squad:

• Marcus Rashford

The Manchester United star and activist has struggled for form this year, but his investments have netted him better success. Rashford backed tech firm Therabody, which makes massage therapy guns, back in 2021. Therabody was named a TIME100 business last year.

• Raheem Sterling

We’ll applaud the Chelsea winger for his bolder VC bets – although they have so far been off target. Last year, Sterling became a minority shareholder in the UK’s first online supermarket for African and Caribbean goods, Oja. Sadly, Oja folded five months later due to debt problems.

Think your business idea could win over the England team? Read our expert guide on how to attract an angel investor.

Administrators of the UK’s largest vegan beauty chain, The Body Shop have confirmed they will put the retailer up for auction after it became the latest high street brand to enter administration in mid-February.

The brand’s leadership had hoped that the company would be able to continue under a restructuring plan. But administrators at FRP Advisory, which has been overseeing The Body Shop since its collapse, confirmed this week that this would not be viable.

The Body Shop was first founded in 1976 by the late Dame Anita Roddick and her husband Gordon, who sold it to L’Oreal in 2006. It has changed hands four times since then. 

Most recently, it was sold to the investment firm Aurelius for just over £200m in 2023. This low price was due to a harsh retail landscape that has seen The Body Shop dwindle from roughly 3,000 stores across 66 countries in 2017, to approximately 100 UK outlets today.

Why is The Body Shop being auctioned off?

An auction was not the first choice for FRP Advisory. The firm had reportedly been trying to reach a Company Voluntary Agreement (CVA) with The Body Shop. 

Put simply, a CVA is essentially a repayment plan for companies facing insolvency and their creditors, or those it owes money to, to restructure its debt.

However, FRP Advisory has been unable to reach a CVA. This suggests the brand is in a severe financial situation that creditors do not believe it can recover from. 

This is supported by the administrators’ report, in which Aurelius refers to The Body Shop’s “short-term cash position [which] was adverse to that that had been forecast, driven by poor results in the 2023 financial year and the unwinding of the company’s working capital”.

By auctioning off the brand, Aurelius can attempt to recoup some of the chain’s value. This will involve selling off key assets – in The Body Shop’s case, that means its prime retail real estate, with outlets across many of the UK’s biggest towns and cities.

The auction won’t be like your typical Cash In The Attic episode, however. The Body Shop’s financial worries aside, the corporation’s price tag will still be in the millions. 

Other big-name brands that have been auctioned off include Jimmy Choo, which was sold to the US fashion brand Michael Kors in 2017 for £900m.

What does this mean for The Body Shop stores?

According to Sky News, administrators are hoping to close the sale of The Body Shop stores this summer. The auction could result in more store closures for the brand, which has almost halved its retail presence since it went into administration in February.

The chain has sold off around 98 UK stores so far this year, including the company’s flagship store on Oxford Street in central London. Overall, the closures led to around 489 job losses.

There are currently no plans to close the remaining 100 stores. However, their future will depend on how the auction is formatted.

If the winning bidder buys the entire retail chain, the remaining shops will likely remain open, pending any decisions by the new owners. However, if the stores are sold off individually, along with their inventory and fixtures, this would probably result in them being rebranded.

Given today’s dire high street, with footfall falling, there is also a risk that no bidders will express interest. In this unfortunate scenario, the stores would likely be closed permanently.

Who will buy The Body Shop?

The Body Shop has built up a loyal following thanks to its company values that rejected animal testing, a progressive stance during the 1970s and 80s. It has also cemented itself as an environmentally-friendly seller. 

Fans will now be eagerly waiting for news that a bid has been accepted. Among the parties that have expressed interest in buying The Body Shop is the major department store, Next.

FRP has expressed optimism it will find a buyer, stating it has been “encouraged by the level of interest received to date from interested parties” in a statement given last week. 

“The Body Shop remains an iconic brand and following the structural changes we have made to the business since our appointment we consider it has a viable future,” it added. “This will be showcased to potential acquirers during the sale process.”

UK taxpayers spent a cumulative 800 years on hold to HMRC, last year. So says a National Audit Office (NAO) report, which has criticised the tax advice helpline for its dismal customer service and poor response time. 

As a small business writer, I am constantly directing company owners to HM Revenue and Customs. It’s a crucial resource for filing your tax return. So I feel somewhat responsible for the sweat, tears, and boredom that our referrals will have induced.

That’s why, armed with just an ergonomic office chair and a business mobile, I decided to see just how tedious a morning on the phone to HMRC can be. 

32 minutes and counting

Upon tracking down the 11-digit passcode (which is buried surreptitiously at the bottom of the HMRC web page) I immediately discover that the NAO report has failed to mention how difficult it is even to get onto a call with HMRC. 

Forget just dialling a number. In 2024, we have to jump through three minutes of pre-recorded hoops in which a robot assistant instructs me to explain precisely what my issue is. In fact, I’m kicked off twice for failing to satisfy HMRC’s version of Alexa. 

Eventually, after answering her questions three, the clock starts. The sun is shining and my phone is playing a staticy jazz number that is punctuated by occasional, desperate pleas from the virtual receptionist. She wants me to end our shared misery and visit GOV.UK.

“Thank you for continuing to hold,” she repeats, “just so you know, there’s also lots of helpful information available on our website.” 

After seventeen minutes, though, the novelty wears off. I am writing an article about low employee morale and the phrase ‘feelings of pointlessness’ is hitting too close to home.

Finally, at 32 minutes in, a polite voice answers. “Good afternoon you’re through to the HMRC helpline, how can I help?” We have reached the end. This must be what Russ Cook felt like when he crossed the finish line in Tunisia.

HMRC hang ups

Mine was an above-average wait time. The NAO says those who have the willpower to wait for an adviser do so for 23 minutes; long enough to watch a full episode of The Simpsons.

I have no idea how many people were in front of me in the queue. Perhaps it was just myself and 500 business journalists, each investigating the HMRC helpline.

More likely, it was many exasperated taxpayers who have been sent wrongly issued penalty notices, at huge financial and psychological toll. 

Or else, it was hundreds of entrepreneurs who need answers to complicated tax and side hustle laws, and to find information on business incentives their livelihoods might depend on. 

Both groups must fit that half-hour call around their day jobs, if bosses permit it, as HMRC’s helpline is only open between 8am and 6pm. It’s as if they don’t want us to pay taxes.

Where has all the customer service gone?

In the government’s defence (not a sentence I commonly type) the issue of long customer wait times isn’t exclusive to HMRC. Instead, it’s a consequence of firms hurtling to embrace new, internet-powered technologies that promise to replace expensive customer teams.

Eager for that day to come, many organisations have already paused hiring for customer reps and switched to online-only support options, such as AI chatbots and knowledge bases. 

Some are even using underhand tactics to plug resource gaps. The one-man consumer watchdog, Martin Lewis, recently launched a survey to investigate helplines using fake excuses of “unusually high call volumes” to divert callers and artificially thin down wait lists.

To err is human

I can’t fault organisations for being swept up in the AI furore. Certainly, with consumers expecting ever-faster solutions to their problems, there is a need for smart, automated solutions that can help to keep up with demand.

Innovative AI startups are ramping up the excitement. They include PolyAI, a virtual assistant which last week raised almost £40m to develop its ingenious conversational AI. 

The technology is not widely-available at contact centres, though, and won’t be for years. In the interim, Brits are being hit by soulless help desks — and they aren’t happy. In a 2023 survey of 2,000 adults, 38% said they prefer a phone call over email or chatbots. 

HMRC found this out when it tried to terminate the helpline for good earlier this year. Having already shrunk its service team by 5% in preparation for the changes, its plans were swiftly rolled back following outcry from company owners and employees.

In business, there is such a thing as jumping the gun. Ridding contact centres of humans, without having the tech or customer buy-in to backfill their roles, is a great example of this. 

When they arrive, AI-powered advisers will no-doubt revolutionise the customer service game. Until then, we’re on track for a clunky transition period soundtracked by muzak, tapping feet, and dial tones. Will it be worth it? We’re all on hold, waiting to see.