UK business owners manage hundreds of documents every week. Invoices, receipts, and client reports arrive in fixed formats that lock information away. Staff members waste valuable hours typing these numbers into tracking systems.

This friction slows down decision-making and reduces weekly productivity. Finding a fast method to unlock this information keeps operations running smoothly. Modern tools remove this administrative bottleneck completely. Companies can now shift their attention toward growth and revenue generation.

The Administrative Burden on Modern UK Firms

Small and medium enterprises handle high volumes of paperwork daily. Financial managers track expenses from multiple suppliers across the country. Managing these documents by hand creates major operational delays.

Errors frequently happen when staff copy rows of figures manually. A single misplaced digit can disrupt quarterly financial projections completely. Leaders need a dependable system to protect their operational accuracy

Office workers spend up to a third of their week on repetitive tasks. This time drain stops them from completing higher-value projects. Reducing manual labor allows small teams to achieve much more every day.

Why Manual Data Entry Stalls Business Growth

Modern business teams face heavy administrative burdens when typing out physical financial updates. Finding a reliable PDF to Google Sheets converter saves hours of manual labor for accounting departments. Teams can focus on scaling operations instead of fixing minor typing mistakes.

Growth requires staff to work on strategic analysis instead of repetitive typing. Employees experience higher job satisfaction when they avoid monotonous administrative tasks. Shifting talent toward creative problem-solving improves company retention rates.

Slow data entry creates bottlenecks that hold back new customer acquisition. Sales reps wait days for clear pricing details from backend logs. Eliminating these pauses makes a firm more competitive in fast markets.

Limitations of Traditional Cloud Spreadsheets

Many teams try to use standard office software to handle incoming documents. An industry guide notes that the primary cloud spreadsheet platform cannot open these document files directly. Users find themselves stuck copying data manually, line by line.

Copying text directly from a document viewer often breaks the structural layout. Numbers end up scattered across the wrong columns and rows. Fixing these layout issues takes up more time than the original entry work.

Standard copy-paste actions fail to recognize clean horizontal grids. Hidden formatting codes embed themselves into cells and mess up equations. Teams require a smarter approach to handle complex document formatting.

The Role of Specialized Transformation Software

A tech publication explains that specialized software transforms files between these static formats and popular spreadsheets. This technology bridges the gap between fixed documents and editable rows. Companies gain immediate access to their figures without retyping a single line.

Using these programs provides several distinct advantages for small operations:

• Speeding up the preparation of monthly client expense reports.
• Eliminating the human errors linked to overnight data entry.
• Standardizing the layout of incoming supplier billing sheets.
• Reducing the reliance on external administrative support teams.
• Simplifying the path toward digitizing paper records completely.

These benefits allow departments to maintain lean budgets during economic challenges. Leaders protect their profit margins by optimizing internal workflows. Clean data feeds directly into secondary business intelligence tools.

How Artificial Intelligence Changes Information Extraction

New tools incorporate smart algorithms to read complex document layouts. A software review shares that automated tools handle extraction by pushing reviewed data straight into your spreadsheet. This approach removes middle steps from the tracking process.

Smart systems recognize table borders and column headers without manual guidance. The system learns from historical files to handle future documents faster. Accuracy rates remain high even with scanned or skewed document images.

AI understanding goes beyond basic optical character recognition technology. The models interpret context to separate tax numbers from total balances. This intelligence speeds up validation checks for the accounting department.

Streamlining Financial Reports and Invoices

Accounting teams see the most immediate improvements from automation. Standardizing invoice tracking helps managers keep a close watch over cash flow. The entire process takes minutes instead of taking multiple days.

Automated data pipelines support several core financial tasks:

• Tracking weekly transport and fuel costs across delivery fleets.
• Auditing corporate credit card receipts from remote sales teams.
• Consolidating regional sales figures into a main spreadsheet.
• Organizing tax records before seasonal filing deadlines arrive.
• Merging disparate bank statements for easier cash reconciliation.

Clear visibility over these numbers helps directors make faster purchasing decisions. Cash flow management becomes a predictable routine rather than a stressful event. Managers spot negative spending trends before they harm company profits.

Security and Data Protection Considerations

Handling sensitive corporate records requires strict attention to data protection rules. UK firms must protect client details from unauthorized external viewing. Selecting platforms with strong encryption keeps corporate secrets safe.

Managers should review where information is processed before uploading files. Clear data policies protect companies from regulatory penalties and fines. Secure systems maintain client trust and maintain fast processing speeds.

Audit trails show exactly who uploaded each file to the system. This accountability satisfies compliance checks during annual corporate reviews. Keeping data clean and protected minimizes external operational risks.

Cloud storage options must match national privacy standards to avoid legal issues. Data controllers need absolute certainty about vendor storage locations. Secure protocols prevent data leaks during bulk conversion tasks.

Simple Steps for Team Adoption

Introducing new software to a busy team requires a straightforward plan. Training should focus on the immediate time savings for individual workers. Employees adopt tools quickly when they see a reduction in their workload.

Start with a small pilot program in one specific department. Gather feedback from daily users to fix any early operational hitches. Expand the system across the broader company once success is proven.

Set clear goals for how many hours the team should save each week. Reviewing these milestones keeps the software implementation on track. Success builds confidence among staff members resisting change.

Supervisors can reward workers who find creative ways to optimize their new workflow. Sharing positive case studies internally drives faster adoption across other branches.

Transitioning to automated document processing protects valuable corporate resources. Businesses save money and eliminate costly human mistakes during financial reporting.

Modern software handles the heavy lifting of extraction so teams can focus on commercial success. Embracing these tools positions a firm ahead of slow-moving competitors.

Read more:
The Quickest Way for Businesses to Extract PDF Data

For years, online gambling carried a peculiar contradiction. It promised the thrill of the casino, yet often felt about as lively as filling out a tax form at midnight.

The spinning roulette wheels were digital animations in an Irish live casino. The blackjack dealers existed only as lines of code hidden behind polished interfaces. Efficient? Certainly. Exciting? Well… that depended on how vivid one’s imagination happened to be after two coffees and a losing streak.

Today, the Irish live casino market is no longer a niche curiosity tucked away inside online betting platforms. It has become one of the driving forces behind the transformation of online gambling itself. Real dealers, live-streamed tables, instant interaction, and immersive gameplay have turned what was once a solitary digital pastime into something far closer to the pulse of a physical casino floor — minus the sticky carpets and the man loudly explaining roulette “systems” to strangers.

The Technology That Made Online Gambling Feel Human Again

A decade ago, online casinos were efficient in the way airport terminals are efficient: clean, functional, and almost entirely devoid of soul. The games worked, the graphics flashed, the bets processed instantly — yet something essential was missing. Most platforms relied completely on random number generators, systems built to ensure fairness but incapable of reproducing the nervous electricity that gives gambling its peculiar appeal. Because a casino has never been just a place where money changes hands. It is theatre disguised as mathematics. The slow spin of a roulette wheel, the dealer’s pause before turning a card, the quiet tension around a table moments before someone wins big or loses badly — those details matter far more than the software underneath them. They’ve always traded in atmosphere: the pause before the cards are revealed, the noise of a crowded table, the peculiar tension that hangs in the air when a roulette wheel slows to its final click. Watching that happen in real time has a kind of gravity to it. An algorithm, however efficient, rarely captures that feeling.

Live dealer technology changed that equation with remarkable speed.

Modern platforms now use proper HD streams, a bunch of different camera angles, live chat boxes, and studios built to look exactly like high-end casinos. When you actually see a human dealer turning over the cards or spinning that wheel, something clicks mentally. It stops feeling like a cheap computer game and starts feeling real—kind of like the massive difference between playing an album on your phone versus actually standing in a packed gig feeling the bass hit your chest.

Punters in Ireland, especially the younger crowd who grew up on streaming and interactive apps, have absolutely jumped on this. Even if an automated game is completely secure, it just doesn’t give you that same gut feeling of fairness that seeing real cards does.

It’s actually pretty funny when you think about it: the more advanced the tech gets, the harder it tries to copy old-school human contact. After spending years trying to automate absolutely everything, tech has basically done a full U-turn just to bring back the basic suspense of a live card draw and a dealer talking to you.

Mobile Play Basically Put the Casino in Everyone’s Pocket

None of this boom would’ve happened without smartphones, full stop. Phones have completely shifted how Irish people gamble, turning these live dealer sites into portable entertainment you can pull up just about anywhere.

Going to a real casino used to be a whole event. You had to plan it out, travel down there, and spend hours under bright lights paying for overpriced drinks. Live casinos completely flip that. They sit in this handy sweet spot where you get the high-end vibe without any of the hassle. You can jump onto a blackjack table while chilling on the couch, sitting on the train, or just waiting around for your food to be ready at the takeaway.

Punters here just expect total flexibility nowadays, and the big betting sites are well aware of it. They’ve spent ages tweaking these live setups specifically for mobile use, so the video feeds don’t constantly freeze up and the buttons actually work the exact second your finger hits the glass.

Honestly, with 5G sorted across most of the country now, the speeds are unreal. There’s basically zero delay or annoying buffering, meaning everything happens right before your eyes in real time. That lack of lag is everything when it comes to making the game feel like the real deal. It used to be that hitting the casino required a proper road trip, but now? It’s just a tiny app sitting right next to your WhatsApp icon.

The Social Buzz That Old-School Online Casinos Totally Missed

The main reason these live games have taken off the way they have is actually pretty obvious: having a punt has always been a social thing.

The older digital casino games used to feel incredibly lonely. Just sitting there clicking a mouse while staring at a quiet, lifeless screen completely missed the raw energy of an actual casino floor. Live dealer setups finally bring back that missing chatter, the random table banter, and the feeling that you’re actually sharing a room with other people.

You can drop messages straight to the dealers via the chat, and plenty of tables let you talk to the other players as well. Tech-wise, adding a chat box sounds like a minor update, but mentally it changes the entire vibe. People are social animals, plain and simple. We want to complain or celebrate with someone else when money is on the line. Especially when we’re losing it, to be honest.

For the Irish crowd, the big draw is mixing the craic of a night out with placing a bet. The dealer behind the screen basically turns into a referee, host, and proper entertainer all rolled into one. When you get a genuinely good dealer, they know exactly how to dial up the tension, drop a decent joke, and keep a rhythm going that cold computer code just can’t pull off. Half the time, it honestly feels more like watching a live show than doing any standard betting.

Look at the rest of the internet right now, and this matches what everyone is doing anyway. We are all naturally gravitating toward stuff where we can actually join in—think spamming Twitch chats, jumping into massive multiplayer games, or listening to live podcasts—instead of just staring blankly at a video. Live casinos basically just slide perfectly right into that exact same modern digital habit.

Read more:
How Irish Live Casino Gaming Is Reshaping Online Gambling in Ireland

Tesco has suffered a significant setback in the long-running equal pay battle being waged by tens of thousands of its shop floor staff, after the Court of Appeal threw out the supermarket’s challenge to the way an Employment Tribunal had been assessing the value of jobs carried out by its customer assistants.

In a judgment handed down on 12 May 2026, the Court of Appeal dismissed Britain’s biggest grocer’s appeal against the Tribunal’s approach to determining the job facts of customer assistants and warehouse operatives, a critical step in the so-called “equal value” process that underpins the entire dispute.

The ruling comes mid-way through a separate Employment Tribunal hearing in which Tesco is attempting to justify paying its predominantly female store workforce less than its largely male distribution centre staff. The supermarket has leant heavily on the argument that the differential reflects “market rates”, a defence lawyers at Leigh Day, who act for more than 16,000 claimants, insist cannot lawfully stand.

At the heart of the appeal was Tesco’s attempt to stop the Tribunal from relying on the company’s own training manuals and operational documents to establish what customer assistants and warehouse operatives are required to do day-to-day. For Britain’s SME employers and retail bosses watching closely, the Court of Appeal’s response will make uncomfortable reading.

The judges upheld the Tribunal’s approach, accepting that Tesco operates in a highly regulated environment, deploys sophisticated digital stock systems and maintains exhaustive training materials precisely to ensure work is carried out consistently across every one of its stores. The Court found Tesco had a “strong business need” for these roles to be performed in the same way throughout its operations, and that, absent clear evidence to the contrary, its own training documents could properly be treated as determinative of what staff were required to do.

The implications stretch well beyond Welwyn Garden City. The judgment effectively rejects attempts to force thousands of workers in mass equal pay claims to individually prove every nut and bolt of their roles when the employer has itself standardised the work. For any business with a structured operating model, supermarkets, hospitality chains, logistics operators and the wider SME retail community, the precedent is plain: your own training materials and operating manuals may be used as evidence against you.

The Court of Appeal also repeated earlier criticisms of Tesco’s evidential approach, raising concerns about both the nature and presentation of witness testimony deployed during the litigation. In a further blow to large employers, the judgment offered fresh guidance that tribunals in mass equal pay claims may, where appropriate, assess jobs more generically rather than insisting every single claim be picked apart on an overly individualised basis, a clarification that could substantially reduce the runway of delay and procedural complexity that often accompanies these disputes.

Kiran Daurka, employment partner at Leigh Day, said the ruling was a significant moment for access to justice. “The Court of Appeal has recognised the importance of removing unnecessary hurdles that prevent everyday people from accessing justice in complex equal pay litigation,” she said. “This judgment is a welcome clarification that, in large-scale cases involving sophisticated respondents like Tesco and other large retailers, tribunals can take a practical and proportionate approach to assessing jobs, which then mitigates against unnecessary complexity to delay or obstruct claims.

“Our clients have always maintained that these cases should focus on the reality of the work being done, not on creating artificial barriers that make equal pay claims impossible to pursue. This ruling will help future claims progress in a more streamlined and accessible way.”

For Tesco, and for every employer with a workforce split between front-of-house and back-of-house operations, the message from the Court of Appeal is unambiguous. The defence of “that’s just what the market pays” is wearing thin, and the documents sitting on a company’s own intranet may yet prove to be the most powerful evidence claimants ever need.

Read more:
Tesco loses court of appeal fight over equal pay job assessment in landmark ruling for SME and retail employers

The best offer you can make a new customer is one where all the risk sits with you. It sounds obvious, but most businesses hedge. They ask for a card upfront, bury the exit in small print, or make the trial so limited it proves nothing.

Online casinos have been doing this better than almost anyone.

In a market with hundreds of platforms competing for the same players, operators who survived long-term built their entire acquisition strategy around one principle: let people experience the product first, with real stakes, using the operator’s money.

Ownership is Everything

Once someone has used a product and found value in it, the prospect of losing access feels worse than the cost of paying. That psychological shift is the engine behind every effective trial model, and it is why the no deposit bonus became standard practice across the online casino industry.

Players receive free credits or spins with no deposit required, they explore the platform on the operator’s dime, and the ones who enjoy it convert. The ones who don’t were never going to stay anyway. That is not a loss; it is the model working correctly.

The conversion logic is simple. Someone who has navigated a platform, found games they like, and had a real experience is a fundamentally different prospect than someone reading a banner ad. The trust is already partly built before any money changes hands.

It was Acquisition That Drove Change

Casino operators work in one of the most expensive paid media environments in digital marketing. Cost-per-click is high, competition is relentless, and players churn fast if the platform doesn’t deliver immediately. Those conditions forced operators to get precise about what they were actually spending per converted customer, and whether that number made sense against lifetime value.

The no-deposit trial gave them a predictable answer. They know what a free spin costs to offer, they know redemption rates, and they can compare the lifetime value of a player who came in through a trial offer versus one acquired through paid search. For business owners in other sectors, that kind of acquisition clarity is worth building toward.

Transparent Terms Improve Conversion Rates

A headline offer with opaque conditions is worse than a modest offer with honest terms. Early casino bonuses often had wagering requirements so steep that players felt misled even after enjoying the product, which eroded trust faster than any competitor could.

The platforms that built lasting businesses made their trial terms legible. Players could see exactly what was required to withdraw, which games counted, what the ceiling was. That transparency converted better long-term because it removed the anxiety that something was being hidden.

The same principle transfers to any sector. A trial that is hard to cancel or structured to trap users signals exactly the wrong thing about the product behind it. If the product is good, the exit should be easy.

A Lesson to Others

SaaS, retail, hospitality, and professional services all use versions of this model now, but most arrived at it later and with less precision than the casino industry did. The competitive pressure in that market forced a level of iteration that other sectors rarely experience.

If acquisition costs are climbing and cold-channel conversion is disappointing, the question is whether you are confident enough in your product to let it make the case for itself, risk-free, in front of someone who owes you nothing yet.

The Bottom Line

The no-risk trial works because it is a statement of confidence, not a discount. The businesses that execute it well are not afraid of users who leave after the trial. They are building toward the ones who stay, and those customers, the ones who experienced the product and chose to commit, are worth considerably more than anything a paid channel delivers.

Read more:
Explaining Why a No-Risk Trial Is the Smartest Move in Marketing Right Now

The taxman’s reliance on private debt collectors has reached fresh heights, with HMRC spending more than £5.2m in a single month with its principal recovery partner, a sum that critics warn is being prised from already battle-worn small businesses.

Analysis by the Parliament Street think tank of HMRC’s transparency disclosures shows the department paid TDX Group £5,289,528.65 in February 2026, the company’s debt recovery and insolvency management arm. That marks a leap of just over £2m on January’s bill of £3,236,829.26, and dwarfs the £4,070,045.89 spent in December.

The escalation comes as Chancellor Rachel Reeves leans ever harder on tax compliance to plug Treasury gaps, with wage growth across the wider economy continuing to flatline.

For TDX Group, the boom in government instructions has translated into healthy returns. The company’s most recently filed accounts at Companies House reveal turnover climbing from £63.2m to £79.7m over the past two financial years, with operating profit doubling from £3.7m to £7.5m in the same period.

That trajectory is unlikely to reverse soon. In the Autumn Budget 2024, the Chancellor confirmed that 5,000 additional HMRC compliance officers would be phased in by 2029-30, a recruitment drive the Treasury expects to deliver around £7.5bn a year in extra yield once fully operational. A further 500 officers were rubber-stamped at the Spring Statement 2025, with hiring beginning in the 2025-26 financial year.

For smaller firms, already wrestling with employer National Insurance rises, stubborn borrowing costs and softer consumer demand, the intensified pursuit of arrears is being felt acutely.

Kenny MacAulay, chief executive of accounting software platform Acting Office, said the figures would land badly with owner-managed businesses already on the ropes. “These figures will rub salt in the wound of struggling businesses forced to tackle higher taxes, operating costs and surging interest rates,” he said. “Faced with sizeable overheads, companies will be looking to make use of AI and technology to cut costs and balance the books.”

Patrick Sullivan, chief executive of the Parliament Street think tank, was more pointed. “It beggars belief that the Chancellor’s debt collectors are raking in millions whilst hardworking taxpayers are struggling to make ends meet,” he said. “It’s time for a radical rethink of government expenditure, with a clampdown on millionaire debt collectors who are getting rich at the expense of working people.”

TDX Group declined to comment on the specifics of its arrangements, citing the confidentiality of its contractual relationships.

A spokesman for HMRC defended the department’s approach, stressing that enforcement was a last resort. “Most customers meet their tax responsibilities, with 90 per cent paying in full and on time,” he said. “We take a supportive approach to dealing with customers who have tax debts and do everything we can to help those who engage with us to get out of debt, including offering instalment plans.”

For SME owners weighing whether the squeeze will ease any time soon, the direction of travel from Whitehall suggests otherwise. With thousands more compliance officers set to come on stream and outsourced collection activity scaling rapidly, the cost, both financial and reputational, of falling behind on a tax bill is rising fast.

Read more:
HMRC’s monthly debt collection bill balloons to £5.2m as compliance crackdown bites British businesses

The share of new-build homes snapped up “off plan” before a single brick is laid has tumbled to its lowest level in more than a decade, in a fresh blow to the government’s ambition of delivering 1.5 million homes by the end of this parliament.

Research published by estate agency Hamptons reveals that just 33 per cent of new properties across England and Wales were sold prior to completion in 2025, down sharply from a peak of 49 per cent in 2016. The slide reflects a perfect storm battering the housebuilding sector, with buy-to-let landlords beating a retreat from the market, stubbornly high interest rates dampening buyer appetite, and construction costs continuing to spiral.

Off-plan sales have long served as the lifeblood of housebuilders’ cash flow, allowing developers to bank deposits and secure financing well before a project reaches completion. Their decline now threatens to push up the cost of capital across the industry at precisely the moment ministers are pressing for an acceleration in delivery.

The contraction has been driven, in large part, by the steady withdrawal of buy-to-let investors who have historically been voracious purchasers of off-plan stock, particularly flats in regeneration areas. The introduction of the 3 per cent second-home stamp duty surcharge in 2016 began the rot. That surcharge was hiked to 5 per cent at the end of 2024, and the Renters’ Rights Act, which came into force this month, has prompted a further wave of landlords to head for the exits rather than wrestle with rising costs and ever-tightening regulation.

First-time buyers, the other traditional mainstay of the off-plan market, are similarly hamstrung. Chain-free and typically flexible on timing, they have historically been natural candidates for purchases months ahead of completion. But higher borrowing costs, coupled with the closure of the government’s Help to Buy equity loan scheme in 2023, have squeezed many of them out of the picture entirely.

The pain is most acute in the flats sector, where investor and first-time buyer demand traditionally overlap. Just 22 per cent of new flats were sold off plan last year, a startling drop from 54 per cent in 2007.

Investors who remain in the game are increasingly looking north, where rental yields comfortably outstrip those available in the southern counties. In Oldham, Greater Manchester, an extraordinary 94 per cent of new flats were sold off plan last year, the highest share of any local authority in the country. London, by contrast, managed 65 per cent.

David Fell, lead analyst at Hamptons, warned that the structural shift away from high-density flats was creating fresh obstacles for ministers. “This move towards lower-density, house-led development is likely to make it harder for the government to significantly ramp up housing delivery,” he said.

Housebuilders, increasingly wary of carrying large blocks of flats on their balance sheets while they wait for buyers, are instead pivoting towards suburban housing schemes that sell more rapidly and limit exposure to rising financing costs. A Ministry of Housing assessment published at the end of March predicted the government would fall short of its 1.5 million target by some 400,000 homes.

The financial mathematics is becoming increasingly punishing for developers. Interest rates on construction loans are typically far higher than those attached to standard residential mortgages, meaning that every week a property sits unsold during the build phase adds materially to the cost base. Hamptons calculates that additional finance costs added £3,125 to the build cost per home last year, up from £2,934 in 2024. Roughly half of that increase, it says, is directly attributable to higher interest rates.

Material costs have piled further pressure on the sector. “Many of the materials needed to build new homes are highly energy-intensive, meaning their costs have risen far faster than wider inflation,” Fell added.

Separate research from the Home Builders Federation underlines the scale of the squeeze. The trade body calculates that the cost of building a new home has risen by an average of £76,000 since 2020, equivalent to 20 per cent of the total cost of constructing the average UK home. Some 40 per cent of that increase, it says, is attributable to government regulations and taxes, with the balance accounted for by material inflation and labour costs.

The financial consultancy RSM UK is among those calling for ministers to act decisively to revive momentum, with a particular focus on planning reform, lighter regulation and lower taxes on new construction.

Stacy Eden, partner and national head of real estate at RSM UK, said the picture was set to deteriorate further without intervention. “With costs set to escalate further due to the economic impact of the Iran conflict, the real estate industry urgently needs further support from government to make housebuilding more viable,” she warned.

For SME housebuilders in particular, who lack the deep balance sheets of the volume players, the squeeze on off-plan sales risks tipping marginal sites from viable to uneconomic, threatening both jobs and the government’s headline housing ambitions.

Read more:
Off-plan new home sales slump to 12-year low as landlords retreat and rates bite

For all the column inches lavished on hoodie-wearing teenage coders and so-called “Silver Starter” retirees launching second-act ventures from the kitchen table, the typical British entrepreneur looks remarkably like the one who turned up at Companies House a quarter of a century ago. They are 43 years old, mid-career, and, by the looks of it, completely unmoved by fashion.

That is the central finding of a sweeping new study by company formation agent 1st Formations, which has crunched more than 9.2 million UK director appointments stretching back to the year 2000. Across 26 years of dot-com booms, banking collapses, a Brexit referendum and a global pandemic, the average age at which Britons take the plunge into running their own company has scarcely shifted, hovering between 41 and 44 throughout.

A stubbornly steady number

The data tracks a gentle drift upwards in the early years of the millennium, with the mean founder age sitting at 42 across 2000 to 2009 before nudging to 44 between 2010 and 2019. From 2011 right through to 2023, it parked itself stubbornly at 44, before easing back to 43 in both 2024 and 2025 – the first material decline in more than a decade.

The pattern holds with eerie consistency against the backdrop of the past quarter-century’s defining moments. The dot-com boom of 2000 produced an average founder age of 41. By 2008, with Lehman Brothers collapsing and the financial system in freefall, that figure had crept to 43. The post-recession recovery and the Brexit referendum vote of 2016 both registered 44. The pandemic year of 2020 did the same. And the current AI and green-energy gold rush, far from minting a wave of twentysomething founders, has so far produced an average age of 43, almost identical to the figure recorded at the dawn of the millennium.

The numbers cover an extraordinary span of would-be company directors, from 16-year-olds, the legal floor set by the Companies Act 2006, to a 110-year-old who took on a directorship in 2012. The average age of the oldest founder in any given year is 91, suggesting the entrepreneurial itch is one that lasts the best part of seven decades.

Why mid-career still wins

The picture is at odds with much of the cultural mythology around start-ups, which tends to oscillate between dorm-room prodigies and silver-haired second-acters. Yet the figures align with a broader truth about the country’s business base: small and medium-sized enterprises make up 99.9% of the UK’s private sector and employ roughly 16.9 million people, according to the latest Department for Business and Trade business population estimates. The economy’s beating heart, in other words, is run by people who have already spent a couple of decades in someone else’s payroll.

Graeme Donnelly, founder and chief executive of 1st Formations, argues that the sheer volume of data strips the romance out of the debate. “When you are analysing over 9 million data points, the noise of ‘trends’ disappears and the reality emerges,” he says. “British business thrives on experience. Today, the average age to start a business matches that of the millennium’s start.

“While younger generations enter the business world and veterans continue to grow, the heavy lifting of the economy is done by the 43 Club. These are professionals who have spent decades honing their craft before taking the leap.”

It is a useful corrective. The classic mid-life founder profile, a manager with a hard-won contact book, a mortgage to defend and a working understanding of cash flow, has long been the unglamorous engine room of British enterprise, even as media attention drifts elsewhere.

The Gen Z asterisk

That said, the picture at the edges of the dataset is changing fast. A Glassdoor-Harris poll cited in the study suggests 57% of Gen Z workers now run some form of side hustle, fuelled by social platforms that allow a teenager in a bedroom to test a product on a global audience for the price of a ring light. Business Matters has previously reported on the growing army of UK side-hustlers turning hobbies into income streams, as well as the broader entrepreneurship boom among young Britons, two-thirds of whom now say they intend to work for themselves.

At the other end of the spectrum, the rise of the so-called Silver Starter, older founders launching their first venture after 50, continues apace, supported in part by a significant uptick in over-50s drawing on the British Business Bank’s Start Up Loans scheme.

The slight dip in average founder age to 43 in 2024 and 2025 may yet prove the start of something more meaningful. The current cohort is starting businesses against a backdrop of accessible AI tooling, lower fixed costs and a sharp pivot towards the green economy, all of which lower the barriers that traditionally kept first-time founders in mid-career rather than their twenties.

What it means for SME Britain

For lenders, advisers and policy-makers wondering where to point their attention, the message from the 1st Formations data is more nuanced than the headlines suggest. The growth at the margins – teen side-hustlers and seasoned career-changers, is real and worth nurturing. But the Federation of Small Businesses’ latest data on the UK’s 5.5 million-strong small business population underlines that the country’s economic resilience still rests on the experienced middle: people who have done their time, know their market, and decide, somewhere around their forty-third birthday, that they would rather build something of their own.

Through dot-com, downturn, Brexit and Covid, that has been the one constant. Britain, it turns out, prefers its founders battle-tested.

Read more:
The ’43 club’: why Britain’s typical entrepreneur has barely aged a day in 25 years

Derek Candelore’s story is not one of shortcuts or easy wins. It is built on setbacks, discipline, and a mindset shaped early in life. Today, he is a Pittsburgh-based entrepreneur, franchisor, and business leader. But his path started in a very different place.

“I had to recreate myself into somebody that nobody believed I could be,” he says.

That mindset still drives everything he does.

Early Life Challenges That Shaped His Mindset

Derek Candelore grew up without financial stability. His father passed away when he was young, and his parents divorced when he was 11. Those experiences left a mark.

He learned early that nothing would be handed to him.

“I needed to fail hard in order to have the drive I have,” he explains. “Otherwise I might not have appreciated the success.”

That belief—that failure is part of the process—became a core principle. It shaped how he approached sports, business, and life.

From Athlete to Competitor: Lessons from Sports

Before business, Candelore built his identity through athletics. He was a record-setting wide receiver, still holding a PIAA and WPIAL record for average yards per catch at 40.1.

Later, he stepped into the boxing ring. As a Golden Gloves heavyweight, he retired undefeated at the regional level.

Sports taught him structure and discipline. But more importantly, they taught him how to compete.

“On the other side of darkness is a world that few will know,” he says. “Most people avoid it. I leaned into it.”

That ability to embrace discomfort would later define his business career.

Early Career Moves: Fitness and Leadership

Candelore’s first major business move came with Apex Fitness Center, which he owned from 2000 to 2004. Around the same time, he coached high school football, serving as both assistant and head coach.

These roles gave him early leadership experience. He learned how to manage people, build culture, and stay accountable.

But like many early ventures, it came with challenges. Not everything worked.

Those lessons stuck.

Founding Roman Paint Pros and Scaling the Business

In 2010, Candelore founded Roman Paint Pros. This marked a turning point.

He approached the business differently. Not just as a trade, but as a system.

“I run a real business with systems, proven marketing, and we absolutely deliver to the client’s expectations without exception,” he says.

Over time, that focus on structure and consistency paid off. Roman Paint Pros grew into a recognized name, known for high standards and premium work.

“We have the highest standards in the painting industry,” he explains. “Our only goal is to deliver the highest end product with great service. No cutting corners.”

That mindset helped him scale beyond a single operation.

Building a Franchise and Mentoring Others

Candelore didn’t stop at one business. He expanded into franchising, building a network of seven franchisees.

At the same time, he became a national painting business development and growth trainer. He also serves as an instructor for the Small Business Development Center.

His role shifted from operator to mentor.

“I’m always continuing to learn,” he says. “Always joining mentoring groups. Always being better than I was the day before.”

That constant learning mindset is something he passes on to others.

He also invests in mentorship himself, working with nationally respected advisors to refine his systems and strategy.

Systems, Standards, and Long-Term Thinking

A key theme in Candelore’s career is systems. He is self-taught in many areas, but deeply focused on structure.

“Everything I do has a systems-based approach now,” he says.

This approach allows him to scale while maintaining quality. It also supports his long-term goal of building a multi-seven-figure business valuation.

But growth, for him, is not just about numbers.

“Delivering high quality to the client is the most important thing,” he says. “That never changes.”

Balancing Business, Family, and Responsibility

Outside of work, Candelore’s priorities are clear. He speaks often about family.

He has been married for 18 years and is raising four children. He also takes care of his elderly mother.

“Providing for my wife and kids, taking care of my mom, and giving back to the community—that’s what drives me,” he says.

He supports local causes, including youth sports and community events. His work has earned recognition, including SBA Small Business of the Year in 2021 and Best of Westmoreland in 2023.

But for him, success is personal.

“My business and personal life go hand in hand,” he explains. “Confidence in business carries over to personal life.”

A Leadership Style Built on Experience

Candelore’s leadership style is shaped by everything he has been through. Early hardship. Competitive sports. Business setbacks. And eventual success.

He is direct about what it takes.

“Failure is part of the process,” he says. “You have to go through it.”

At the same time, he emphasizes staying grounded.

“Keeping level-headed is key,” he adds. “You can’t lose focus on what matters.”

Today, he is not just running a company. He is building systems, mentoring others, and continuing to evolve.

And for Candelore, the work is far from finished.

“I’m always trying to get better,” he says.

Read more:
Derek Candelore Turned Setbacks Into a Systems-Driven Empire 

Britain’s young workers are quietly slipping out of the labour market at a pace not seen since the pandemic, and economists at the Institute for Fiscal Studies are warning that ministers can no longer treat the slide as a passing wobble.

Fresh analysis from the IFS, published ahead of the latest Office for National Statistics labour market release, shows the share of 16- to 24-year-olds on a UK payroll has fallen by 4.3 percentage points since December 2022, a drop of roughly 330,000 young people. Payrolled employment in the age group now stands at 50.6 per cent, down from 54.9 per cent three years earlier.

To put the scale in context, the Covid-19 shock pulled youth employment down by 6.5 points, and the 2008 financial crisis prised away 5.4 points relative to the pre-crisis trend. The current decline, in other words, is no longer a rounding error, it is approaching the territory of a full-blown labour market crisis, but without the obvious headline-grabbing trigger that accompanied the last two.

The consequences are already visible in the so-called Neet figures, those not in education, employment or training. The cohort has swelled from 760,000 at the end of 2022 to roughly 960,000 by the close of last year, closing in on the one-million mark that policymakers had long treated as a symbolic red line.

A scarring effect that outlasts the slump

Jed Michael, author of the IFS report, did not mince his words. “The fall in youth employment across the UK is likely to be setting off alarm bells among ministers, not least because we know that unemployment early in one’s career can have lasting negative consequences,” he said.

That so-called “scarring effect” is well documented. Graduates and school leavers who enter the workforce during a downturn typically earn less, change jobs more often and reach senior pay grades later than peers who began in benign conditions. The hit is not just personal: lost productivity, weaker tax receipts and higher benefits bills follow young people through their working lives.

Michael’s caveat, however, is one ministers ought to dwell on. “While it does not seem to be down solely to a temporary cyclical downturn in the economy, more evidence is needed to understand the roles of minimum wage, youth mental health, AI and other factors,” he added. “Without this evidence, expensive policies to reduce the Neet rate are shots in the dusk, if not the dark.”

An unusually structural shock

The UK has historically been a star performer in the Organisation for Economic Co-operation and Development league tables for youth employment. That advantage is eroding, and the data suggests something more than a standard cyclical slump is at work.

The pain is sharpest among 22- to 24-year-olds, typically graduates and college-leavers stepping onto the first rung of the career ladder. Employment in that group has dropped by 4.8 points in three years. The 18- to 21-year-olds have fared better, down only 1.1 points, while 16- and 17-year-olds have seen a 7.3-point slide that the IFS attributes largely to vanishing casual and part-time work alongside studies.

Geographically, the slump is broad rather than concentrated. Payrolled employment among the young has fallen by at least three points in two thirds of the UK’s regions and nations, and the share of 18- to 24-year-olds claiming out-of-work benefits has risen across the board. Cyclical downturns tend to land unevenly; this one is hitting almost everywhere.

The IFS flags two potential structural culprits worth watching: the rapid uptake of artificial intelligence in white-collar entry-level work, and the well-documented decline in youth mental health. Business Matters has previously reported on how AI and rising employer costs have already wiped out close to a third of UK entry-level vacancies since the launch of ChatGPT, a shift that disproportionately closes the door on first jobs.

On the minimum wage question, a long-standing battleground in the youth employment debate, the IFS is more cautious. Its central estimates do not point to a “sizeable effect” from recent wage floor increases, suggesting that broader structural factors are doing most of the heavy lifting.

A call to action, not a counsel of despair

Jonathan Townsend, UK chief executive at The King’s Trust, which co-funded the report, said the findings should sharpen minds in both Whitehall and the boardroom.

“These findings should concern anyone who cares about young people’s futures,” he said. “Too many young people are already out of work, education or training, and this analysis suggests we cannot simply assume the problem will correct itself as economic conditions improve.”

“This challenge is not impossible to fix. The message is that reversing the rise in young people out of work or education will take concerted action, a better understanding of what is driving it, and the right support for young people at the right time.”

Townsend added: “For an organisation whose vision is to help end youth unemployment, that is a clear call to action. We urgently need to understand what is pulling more young people away from work and education.”

The Government has begun moving in that direction, most recently with £3,000 grants for employers willing to hire unemployed young people who have spent at least six months on benefits. Whether such targeted subsidies are enough to offset what looks increasingly like a structural shift, driven by automation, wage costs and a generation’s fragile mental health, is the question the IFS has now put squarely on ministers’ desks.

For Britain’s SMEs, which collectively employ the lion’s share of young workers, the message is sobering. A generation locked out of the labour market today will be a smaller, less productive, less confident pool of talent tomorrow. The cost of inaction, the IFS suggests, will be paid not in a single Budget cycle but over the working lifetime of an entire cohort.

Read more:
Youth jobs in retreat: IFS warns Britain is sliding back to Covid-era lows

For Fiona McCoss, business is not about hustle culture or rigid corporate structures, it’s about creating sustainable success through intuition, connection, and embodied leadership.

As founder of Wild Feminine Retreats and creator of the Wild Feminine Facilitator Training, she has built a thriving international community supporting women to reconnect with themselves, their bodies, and their creativity. From transformational retreats in Greece and Ibiza to mentoring female entrepreneurs around the world, McCoss has developed a business model rooted in what she calls “feminine business”, one that values nervous system regulation, pleasure, flexibility, and authentic human connection over burnout and one-size-fits-all formulas.

What do you currently do at your business?

My core offerings are my signature Wild Feminine Facilitator Training, one-to-one mentorship, and immersive retreats. Right now, I’m supporting 16 women through the current training cohort while preparing to host retreats in Crete and my online Wild Feminine Solstice Festival, which reaches over a thousand women globally.

No two days are ever the same. One day I may be teaching a masterclass, another focused on strategy, marketing, or client mentorship. What matters most to me is intimacy and genuine connection. I don’t see clients as names on a spreadsheet, I know their stories, their families, their dreams, and often even their pets’ names.

Together, we work on everything from nervous system healing and feminine leadership to pleasure, emotional expression, and business sustainability. My work is centred around helping women reconnect with themselves in a world that often encourages disconnection and over-performance.

Who do you admire?

Honestly, the women I work with who are mothers.

I’m child-free by choice, and I’ve chosen to pour my creative energy into the businesses and communities I’ve built. But I witness every day the depth of work many mothers are doing, not only raising children, but consciously breaking generational patterns and creating emotionally healthier environments for their families.

They’re teaching their children about boundaries, emotional literacy, consent, and self-worth in ways previous generations often didn’t experience. That level of self-awareness, sacrifice, and devotion deserves far more recognition and support than society currently gives it.

Looking back, is there anything you would have done differently?

I probably would have studied business or economics earlier on. When I first started, I had to teach myself everything from scratch and invested heavily in coaches and programmes to understand how to build a sustainable company.

Some of those investments were invaluable. Others weren’t.

What I eventually realised was that many traditional business formulas simply didn’t align with how I wanted to work or live. I had to create my own blueprint, one that balanced success with sustainability and nervous system health.

Personally, I’d also remind myself to enjoy the process more. Entrepreneurship can easily become an endless pursuit of the next milestone. I’m still learning to slow down and appreciate the beautiful moments along the way.

What defines your way of doing business?

The way I run my business is deeply rooted in feminine principles, which looks very different from traditional business culture.

For me, feminine business means working cyclically rather than mechanically. It means understanding energy, nervous system regulation, intuition, pleasure, creativity, and sustainability. I structure my work around what allows me to operate at my best, not around rigid nine-to-five expectations.

It’s also about rejecting performative hustle culture. You won’t find aggressive sales tactics or “bro marketing” here. I believe business can be deeply successful without burnout, urgency, or constant pressure.

My approach blends intuition with strategy. I trust what feels aligned while also applying systems and structure that genuinely support growth. Ultimately, I want to build businesses that support life, not consume it.

What advice would you give to someone starting out?

Get support early and build slowly.

I often describe feminine business as a “slow burn” model. It takes time to build sustainable momentum, but once it’s established, it creates something far more enduring than overnight success culture.

Too many people leave corporate seeking freedom and accidentally recreate the same stress and burnout patterns inside their own businesses. That’s why structure, systems, and support matter so much.

I’d also ask people to be honest with themselves: do you truly have the resilience and vision to build something long-term? Entrepreneurship is incredibly rewarding, but it’s also deeply challenging. Without a strong “why,” it becomes very difficult to stay committed when things get hard.

And finally, don’t let fear stop you. Most people regret the opportunities they didn’t take, not the ones they did.

What are your favourite things to do outside of work? How do you maintain a healthy work/life balance?

Pleasure and spaciousness are priorities in my life, not rewards I “earn” after overworking.

I’ve intentionally designed my business to support balance. I don’t check my phone before 8am or after 7pm, I avoid client calls on Mondays, and I don’t start desk work before 10am. These boundaries allow me to stay regulated, creative, and present.

Outside work, I love gardening, dancing, redecorating our home in Somerset, and spending time outdoors. Earlier this year, my partner and I bought a house in Frome, so I’ve been planting flowers and creating a space that feels nourishing and grounding.

And when I travel for retreats, I always stay a few extra days, preferably near a beach.

Read more:
Getting to Know You: Fiona McCoss, founder of Wild Feminine Retreats

After years of using a lot of skin platforms, I care less about flashy marketplace claims and more about how a site performs during repeated trades.

For me, a serious CS GO skin marketplace must support accurate item checks, fair pricing, fast listing, and real cashout options in one place. A clean interface helps, but the deeper value comes from tools that let traders understand what they are buying or selling.

The State of CS2 Marketplaces in 2026

Third-party platforms now handle much of the serious CS2 trading because Steam feels limited for repeated buying and selling. Steam is familiar and works for casual trades inside its own ecosystem, but the balance stays locked within Steam.

A dedicated marketplace gives traders more control over valuation and payouts. The strongest platforms solve the gaps Steam leaves open, including real-money withdrawal routes, advanced item filters, better price comparison, and smoother trading workflows.

What I Personally Test Before Trusting a Marketplace

I never move expensive skins to a new platform immediately. I test with common items first, then check whether the site handles item details, listings, and sales in a way that matches real market behavior.

Float Value Accuracy

Float Value can change the price of a skin dramatically, especially near Factory New, Minimal Wear, or rare low-float ranges. A marketplace must show this data clearly so buyers do not rely only on exterior labels.

Sticker Position and Value

Applied stickers can add value, but only when their placement, condition, and demand make sense. A random sticker on a low-demand weapon is not the same as a rare craft with desirable positioning.

I check sticker details carefully before pricing:

• Sticker name and rarity
• Placement on the weapon
• Wear or scrape status
• Similar listings with applied stickers
• Buyer demand for that craft.

Listing Speed

Listing speed tells me whether the platform is smooth enough for regular use. I watch how long it takes to load inventory, select items, set prices, confirm trades, and see active listings. A slow flow becomes a real problem when handling many skins. If every listing requires too many clicks or refreshes, the platform may be fine for collectors but weak for active sellers.

The Technical Features I Rely On

The features I use most are the ones that reduce manual checking.

Precise Float Filtering

Float filtering helps when I want a skin within a tight wear range. For example, a low-float Minimal Wear AK-47| Redline or M4A1-S | Printstream may be more attractive than an average one, even though both items share the same exterior label.

Pattern Index Search

Pattern index matters for items such as Case Hardened, Fade, Doppler, Marble Fade, and other skins where visual layout changes value. A platform that lets me search pattern-related details saves repeated manual inspection.

Applied Sticker Search

An applied sticker search is useful for crafts, collector items, and skins with rare sticker combinations. Without it, I have to open too many listings manually and inspect each one.

The best search tools make applied sticker hunting more practical:

• Search by sticker name
• Compare similar crafts
• Check item screenshots
• Review float and exterior together.

Why DMarket Is My Go-To

DMarket is my regular pick because it gives me enough search control, item volume, and cashout flexibility for everyday trading.

Filters I Actually Use

When I hunt for a skin, I start with game, weapon, exterior, price range, and float-related checks. From there, I narrow the search depending on whether the value comes from wear, stickers, patterns, or general market demand.

Tools for Specific Hunts

DMarket’s rare-skin tools are the reason I return when I need something more exact than a standard listing. The Rarevolution page mentions rare-skin searches, phases and patterns, and sticker targeting, which matches the way I look for high-interest items. For my workflow, that means fewer open tabs. I still verify items carefully, but the platform gives me a better starting point than a basic market search.

Why I Keep Coming Back

I keep using DMarket because it combines trading tools with payout support. Its sell page describes worldwide payout systems and a four-step selling flow that ends with receiving payout, which is closer to what regular traders need than locked wallet credit. The final reason is consistency. I can search, compare, list, sell, and cash out through one account, which makes daily trading less fragmented.

My Honest Pick

No marketplace is perfect, and I still compare prices before buying expensive skins. Float, pattern, sticker premium, demand, fees, and payout access all matter too much to rely on one visible listing price.

For my own CS2 trading in 2026, DMarket is my honest pick because it gives me the filters, rare-item tools, and cashout options I actually use. It is the platform I return to when I want a specific exterior, pattern, or sticker setup without turning every search into manual research.

Read more:
Best CS2 Skin Marketplace in 2026: My Honest Pick

For seven years, Barry Honig’s name was dragged through the mud by short sellers who called the companies he backed frauds, scams, and stock schemes.

The media repeated those claims without question. Now the U.S. government has confirmed what Honig always said: it was a coordinated lie.

 What Is a ‘Short-and-Distort’ Scheme?

Most people have heard of ‘pump and dump’ — where someone hypes a stock to drive the price up, then sells. A ‘short-and-distort’ is the opposite. Short sellers bet that a stock will fall, then deliberately spread false negative information to make that happen. It’s illegal. And it’s exactly what the SEC and DOJ found was happening.

 What Exactly Did the Government Find?

In June 2024, the SEC charged Anson Funds Management — a $2.9 billion hedge fund — with running a secret scheme from 2018 to 2023. Here’s how it worked, in plain terms:

1. Anson would quietly ‘short’ a company’s stock — meaning they placed bets that the stock would fall.
2. They then paid Andrew Left of Citron Research to publish false, alarming reports about those same companies.
3. Left would blast these reports out to hundreds of thousands of followers on Twitter, CNBC, and his website — calling companies ‘fraud,’ ‘scam,’ or ‘dead.’
4. Investors panicked, sold their shares, the stock crashed, and Anson collected its profits.
5. To hide the payments to Left, Anson funneled the money through a third party called Falcon Research, using fake invoices for ‘research services’ that were never actually performed.

PolarityTE: A Real Company Destroyed by Lies

One of the targets was PolarityTE — a biotech company that had developed SkinTE, a revolutionary product that used a patient’s own skin to heal wounds. Barry Honig and his family entities were the second-largest shareholders, owning nearly 10% of the company.

In June 2018, Citron Research published a report with a headline screaming ‘FRAUD’ in all capitals. The report claimed PolarityTE’s patent was dead — that the USPTO had permanently rejected it and the company had hidden the news.

Both claims were false.

A USPTO ‘final rejection’ is a technical term — it’s a step in the process, not the end of the road. Applicants who continue forward receive a patent roughly 70% of the time. PolarityTE did exactly that, and in February 2021, the USPTO granted the patent. The company was never hiding anything — the patent process simply wasn’t over.

The false narrative about PolarityTE’s patents was demonstrably false — demonstrated by the USPTO allowing its patent, and the class action lawsuit ultimately was dismissed. — Honig v. Anson Funds, First Amended Complaint

But the damage was already done. The stock crashed over 40% on the day of the first attack. Institutional investors fled. PolarityTE lost its financing, declared bankruptcy in 2023, and its shares went to zero. Honig and his family lost millions.

 7 Years of Fake News — Now Confirmed

For years, Barry Honig’s name appeared in articles that treated short-seller reports as gospel truth. Those reports called him a ‘stock promoter’ for ‘failed companies’ — language Citron used to smear anyone connected to its targets. The media amplified the attacks without checking whether the underlying claims were true.

As the new lawsuit filed in May 2026 states, the defendants ‘made false and disparaging statements about PolarityTE and Plaintiffs’ business… with knowledge that they were false or with no reasonable grounds for believing them to be true.’

Honig’s RIOT Blockchain investment — another Citron target — was cleared by the SEC in 2020. RIOT Platforms today is worth billions. MARA Holdings, another company Honig helped build, is also a multi-billion dollar enterprise. The ‘frauds’ turned out to be real companies.

Now It’s Left Who Faces Justice

In July 2024, the Department of Justice indicted Andrew Left on 19 criminal counts — including securities fraud and lying to federal investigators. He faces up to 365 years in prison. His trial is currently scheduled for 2026.

The indictment describes the scheme in detail, including a ‘Hedge Fund A’ that secretly paid Left through a third-party intermediary — matching precisely what the SEC found about Anson Funds.

Ryan Choi, Left’s partner who executed trades at Citron Capital, settled with the SEC and paid over $1.8 million. Anson itself paid $2.25 million in penalties. Hindenburg Research — another short seller connected to the broader network — shut down while investigations were ongoing.

The Bottom Line

Barry Honig didn’t need to wait for a trial to be vindicated. The SEC already confirmed the scheme was real. The DOJ already confirmed PolarityTE was a named target. The patent was already granted. The class action lawsuit was already dismissed.

What took seven years wasn’t the truth — it was the government catching up to it.

The Andrew Left trial may finally put a face and a prison sentence on what was done. But the record is already clear: Barry Honig was the victim of a coordinated, government-confirmed fake news campaign — and the perpetrators are now the ones facing accountability.

Read more:
The Government Proved It Was a Scheme. Barry Honig Was a Victim