Michael “The Grinder” Mizrachi is a poker god—a true legend whose career has spanned decades, multiple game formats, and historic triumphs.

He accomplished the almost impossible in the 2025 World Series of Poker (WSOP): he won the prestigious Poker Player Championship for $1.3 million and then won the Main Event for $10 million.

Mizrachi's Unprecedented 2025 Run

1. Fourth $50K Poker Players Championship (PPC)

In June 2025, Mizrachi made WSOP history by winning the $50,000 buy-in PPC for the fourth time, topping a highly elite field and earning $1,331,322. This win not only broke his own record, but reaffirmed his status as the premier mixed‑game poker player in the world.

The PPC is widely considered the toughest event in poker—testing every major poker discipline. Mizrachi navigated rounds of Hold 'Em, Omaha, Stud, Razz, and more. The final table’s energy was electric, with spectators and competitors alike recognizing the rarity of a fourth win in this event.

2. Main Event Glory

July 2025 saw Mizrachi enter the $10,000 buy-in Main Event aiming for a career-defining victory. A massive field of 9,735 players competed for a $90.5 million prize pool. After surviving a short‑stack scuffle near Day 8—famously getting down to just crumbs in chips—he turned a pivotal double-up to vault himself into contention.

At the final table, he carried massive momentum. On Day 10, he eliminated the third- and fourth-place finishers in the first two hands, earning the victory in just 20 hands—one of the swiftest Main Event endings in history. His final victory (a flush against two pairs) earned him $10 million and his first Main Event bracelet. (A “bracelet” is the equivalent of winning a gold medal at the Olympics.)

3. Hall of Fame Induction

Immediately following his Main Event victory, Mizrachi received a rare and spontaneous Poker Hall of Fame induction, bypassing the usual waitlist of years. The unanimous vote came as his peers—including Phil Ivey, Brian Rast, Daniel Negreanu, and Phil Hellmuth—hailed his historic accomplishment of winning both the PPC and Main Event in the same year.

WSOP CEO Ty Stewart praised him, calling it “the most impressive feat in poker history."

Who Am I to Claim to Have Beaten Mizrachi at the World Series of Poker?

I am an amateur poker player. I have done a few other things noted in my bio below. My main poker accomplishment has been being the lead author of Poker for Dummies, which has outsold almost every poker book ever written. Timing is everything—I wrote that book right before the poker boom started.

Through luck, I have made four final tables at some of the World Series of Poker events, highlighting the important poker phrase that "it's better to be lucky than good."

So How Did I Beat Mizrachi at the World Series of Poker?

Ok, stay with me here. It's 2008 and I have entered the Pot Limit Omaha Championship at the World Series of Poker. I was doing terribly at Hold 'Em events, so I decided to try my luck at Omaha. It's a much trickier game than Hold 'Em (you get 4 starting cards in Omaha versus the 2 you get in Hold ‘Em and the strategy is more complicated). There are world-class experts in Omaha, like Noah Schwartz. I’m a less-than-world-class novice at the game.

But somehow, miracle upon miracle happened and I made the final table of that PLO Championship. And who was at the final table with me? Yes, Michael Mizrachi.

I wanted to avoid being in a hand with Michael—I knew his reputation and was not eager to play against him. But I found myself in a hand against him. He ended up with three 9's but I made a flush. A minor victory but a victory nevertheless.

Even after so many years, I am sure that hand still stings for Michael.

Now some of you may quibble and nitpick that beating Michael in one hand 17 years ago isn’t really “beating” him.

To that, I say…pshawww. It’s my delusional fantasy and I’m sticking with it.

If Michael wants to redeem himself, I challenge him to a winner-take-all heads-up Hold 'Em match. Mano a mano. Maybe Wynn, MGM, or Caesar’s can sponsor the event and put up the prize pool (hint, hint).

If he wins, I will also throw in my $12.99 poker bracelet that says “Poker Champion” on it that good friends gave to me.

If Michael beats me in that heads-up match, I will also admit that he is a slightly better poker player.

PokerChampion.com

I bought the domain name www.PokerChampion.com many years ago, hoping I would be able to use it someday. It looks like I will have to wait until next year's World Series of Poker.

But maybe Michael will want to buy it from me? It's for sale at slightly under $10 million. But he should hurry up and contact me, as I expect that other poker legends like Phil Hellmuth, Daniel Negreanu, and Phil Ivey will want it as well.

And congrats to Michael! What an unbelievable accomplishment!

More Popular Articles:

• The Complete 35-Step Guide for Entrepreneurs Starting a Business
• How to Get a Small Business Loan
• The Ultimate Guide to Side Hustles
• The Complete Guide to Franchises

The waiting list at Dr. Andrew Jacono’s Park Avenue practice includes patients from Europe, the Middle East, Latin America, and Asia. They are not traveling to New York for a lack of options in their home countries.

They are traveling because the extended deep-plane facelift technique Dr. Jacono developed and published has become one of the most referenced approaches in facial plastic surgery.

A Technique That Moved Through the Field

Dr. Andrew Jacono, a dual board-certified facial plastic and reconstructive surgeon, developed the Minimal Access Deep-Plane Extended (MADE) facelift in the early 2000s. The procedure lifts skin, muscle, and fat as a single cohesive unit rather than separating the skin from the tissue beneath it, then releasing the retaining ligaments that hold facial structures in their descended positions. The result is a vertical repositioning of the midface, jawline, and neck, addressing the structural causes of aging rather than its surface appearance.

Vogue Turkey, covering the procedure’s anatomy in April 2026, noted that Dr. Jacono is considered worthy of the “Deep Plane King” nickname among his colleagues. His own explanation of the approach is direct: “This procedure focuses on freeing and repositioning deep muscle and fat layers, rather than stretching the skin.” The publication reported that by working in the natural anatomical layers of the face, “pain and healing process is more comfortable than expected in most cases.”

That technical precision has earned peer endorsement at the highest levels of the surgical community. Dr. Gregor Bran, a facial plastic surgeon, described Dr. Jacono’s influence in a widely circulated Instagram reel: “He is the reason everybody’s talking about Deep Plane facelift surgery. He has taught everybody who is good everything he knows… not one person in the presentations didn’t have a picture with Andrew visiting Andrew at some point in their careers.”

What Draws Patients Across Borders

The clinical data behind the technique is part of what draws international patients to consult with Dr. Andrew Jacono directly. His first published series, documented in Aesthetic Surgery Journal in 2011, covered 153 patients and established the foundational outcomes for the approach. A 2019 follow-up publication introduced further refinements for jawline rejuvenation and lower-face volumization. He now performs approximately 250 deep-plane facelifts annually at his Manhattan practice.

Results from the extended deep-plane facelift last 12 to 15 years, roughly twice as long as standard SMAS procedures, because the deeper tissue repositioning holds its structure over time rather than relying on surface tension that gradually loosens. Key factors affecting that longevity include technique, lifestyle, skin quality, and care.

The patient base reflects the procedure’s reach. Dr. Jacono has been featured in The New York Times, Forbes, Harper’s Bazaar, Marie Claire, and The Wall Street Journal, among others. He has appeared on Good Morning America, CNN, and CNBC. His 2019 consumer book, The Park Avenue Face, brought his surgical philosophy to a general readership, and his 2021 medical textbook, The Art and Science of Extended Deep Plane Face Lifting, documented his technique for surgical peers worldwide.

Recognition That Extends Beyond New York

Dr. Andrew Jacono has delivered lectures at Harvard, Yale, Stanford, Columbia, and the University of Pennsylvania, and has presented clinical research and conducted live surgery at more than 100 plastic surgery meetings and symposiums globally, including those hosted by the International Master Course on Aging Skin (IMCAS), the European Academy of Facial Plastic Surgery (EAFPS), and the International Society of Aesthetic Plastic Surgery (ISAPS).

His academic role as Fellowship Director for the American Academy of Facial Plastic and Reconstructive Surgery has extended his influence further. Dr. Andrew Jacono has served for most of his career in that position, training Fellows from the AAFPRS in advanced techniques, which means surgeons working in practices across the country and internationally carry his methodological approach forward in their own operating rooms.

Harper’s Bazaar named him among the 24 best plastic surgeons in America. He has received the Most Compassionate Doctor Award consecutively from 2012 to 2022, an honor given to fewer than 3% of physicians.

Read more:
Why Patients Fly from All Over the World to See Dr. Andrew Jacono

Britain is about to lose one of its oldest banking brands. Santander has confirmed it will retire the TSB name and fold the lender into its UK arm, drawing a line under more than two centuries of history that began with a Scottish parish savings scheme in 1810.

The decision follows the Spanish giant’s £2.9bn takeover of TSB, which completed last week and instantly elevated the combined business to Britain’s third-largest bank with close to 28 million customers. Santander expects to wring £400m of annual cost savings out of the integration, with executives understood to have discussed a further £100m of UK-wide cuts from 2028.

For account holders on either side, the message is one of patient continuity. Santander has stressed that customers can keep using their cards, accounts and apps exactly as they do today, and that no material changes are expected for at least 12 months, according to reports in the *Financial Times*. “We will consider carefully how to make the most of the brand value in our model long-term and expect no immediate changes,” a Santander spokesman said.

The branch network tells a different story. TSB operates around 175 high-street outlets, and Santander is already mid-way through shuttering 44 of its own, with hundreds of jobs in the firing line. A separate cull of 95 Santander branches announced earlier this year put a further 750 roles at risk. TSB, for its part, has launched an internal “listening exercise” to help anxious staff navigate the uncertainty.

The takeover marks the third change of ownership for TSB in a decade. Sabadell bought the lender from Lloyds Banking Group in 2015, hunting for growth outside a Spanish market still bruised by the 2008 financial crash. With roughly five million customer accounts and £71.5bn of deposits and lending on its books, TSB has been a substantial but never quite settled franchise.

Its lineage runs deeper than most of its rivals. The first self-supporting savings bank was set up in Dumfriesshire in 1810 to help poor parishioners put money aside for hard times. By 1817, more than 80 “trustee savings banks”, from which TSB takes its name, were operating across Scotland and England. The regional network consolidated into TSB Group during the 1980s, merged with Lloyds in 1995, and was floated on the London Stock Exchange in 2014 in the post-crisis clean-up.

Santander’s swoop emerged last year after chairman Ana Botín repeatedly batted away speculation that the bank was preparing to exit the UK altogether — speculation fuelled by the £295m provision it had taken against the car finance mis-selling scandal. The acquisition has, in effect, doubled down on Britain rather than retreated from it.

“The acquisition of TSB is about creating a stronger, more competitive bank in the UK, with the scale to invest significantly more in customer service, technology and products,” the Santander spokesman said. “TSB is a strong consumer banking brand and we recognise the value it has built with customers and within the UK market over a long time. Our focus is on creating the best bank for customers in the UK and we are optimistic in the value this will create for all involved.”

For SMEs and consumers alike, the immediate consequence is a quieter, more concentrated banking landscape. The longer-term question, whether a bigger Santander UK delivers genuinely sharper service, or simply a larger version of the same, will not be answered for some years yet.

Read more:
TSB name to vanish from Britain’s high streets after two centuries as Santander absorbs lender

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

Marketing Strategy for Businesses That Have Outgrown More Tactics written by John Jantsch read more at Duct Tape Marketing

Marketing Strategy for Small Business: Why Clarity Beats More Tactics Every Time

Most small businesses aren’t short on marketing activity. They’re short on the clarity that would let them do less of it. After working with hundreds of small businesses on their marketing strategy over 30 years, I’ve seen the same pattern: scattered tactics, inconsistent messaging, and a team that’s busy but not aligned. The problem isn’t effort. It’s the absence of a strategy.

You Don’t Have a Marketing Problem. You Have a Clarity Problem.

Most business owners I know are working harder than ever. More channels. More platforms. New AI tools to figure out every other week. The promise of AI, by the way, was that it was supposed to make all this easier. Ask most owners how that’s going, and they’ll tell you they’re working harder just keeping up.

That’s not a tools problem. That’s a strategy problem.

When you don’t have a clear strategy, every new platform looks like an opportunity and every new tactic looks like the fix. You say yes to everything because you don’t have a filter for knowing what to say no to. Teams get busy. Vendors get busy. Nobody is coordinating. And the messaging starts to drift in five different directions at once.

I’ve seen this at every level. Businesses with five people doing marketing. Businesses with five outside vendors all working on the same brand. All moving. None of it quite connecting.

The fix isn’t a better tactic. It’s the clarity to know what you’re actually trying to do, who you’re doing it for, and why someone should choose you.

What a Small Business Marketing Strategy Actually Looks Like

Here’s where a lot of people get tripped up. They hear “marketing strategy for small business” and assume it means more planning, more documents, more time before anything happens. That’s not what I’m talking about.

Clarity starts with a single honest question: do you know exactly who your ideal client is, and do you know why they’d choose you over every other option they have?

I worked with a business owner a couple of years ago. Solid seven-year-old business, good local reputation, decent revenue. But the marketing never quite landed. He’d tried ads. Tried SEO. Had a consultant in for a while. Still felt like running in place.

When we sat down, the problem was obvious. He had tactics. What he didn’t have was a clear picture of who he was actually for. His messaging was written to appeal to everyone, which meant it resonated with nobody.

We got specific about his ideal client: who gets the most out of this, values the work, pays well, comes back, and sends referrals? Who is specifically not that person? Once he could answer those questions clearly, everything else simplified fast. The messaging changed. The channels narrowed. The conversations started to feel different.

That’s what strategy does. It’s not about doing more. It’s about knowing what matters, and having the confidence to ignore the rest. You can see this play out in our client case studies.

The Part That Doesn’t Get Talked About Enough: Team Alignment

Even when a business owner has clarity, the team often doesn’t. And that’s where a lot of good strategy dies.

I walk into businesses regularly where the founder has a clear sense of direction but the team is working from their own assumptions. The vendors are doing the same. Nobody is comparing notes. The result is inconsistent messaging, wasted effort, and a growing frustration that marketing “just isn’t working.”

That’s not a brand problem. That’s an alignment problem.

And alignment doesn’t come from circulating a PDF after the fact. It comes from building the strategy together.

When the whole team is in the room for the process of defining the ideal client, sharpening the message, and setting priorities, they own it. They understand why decisions were made. They can defend those decisions to a vendor or a prospect. That shared language is worth more than the document itself.

How to Build That Foundation Faster Than You Think

In the past, the kind of strategy work I’m describing took 30 to 45 days. And it was worth it. Clients came out the other side with more clarity than they’d had in years. Relief was usually the word that came up most.

But I kept asking myself whether we could deliver the same depth faster.

Turns out, we can. With the AI research tools we’ve gotten good at, we can do the front-end analysis of your industry, your existing marketing, and the competitive landscape before we ever show up. Which means the day itself is all signal, no setup.

We call it Strategy First in a Day. One focused day with your key team in the room. We build the ideal client profile, sharpen the positioning, tighten the messaging, and set the priorities for the next 90 days. Same outputs as the full engagement. One day instead of 45.

It works especially well for businesses in the one to 25 million dollar range: ones that have proven they can get clients but feel the growing complexity that comes with real traction. The ad hoc approach got you here. It won’t get you to the next level.

Questions I Get Asked About This

Is this only for businesses that are struggling with marketing?

Not at all. Some of the businesses that benefit most are growing well but feel the friction. Revenue is up, but the messaging is inconsistent. The team keeps restarting conversations that should already have answers. Strategy First in a Day works best when there’s real traction and you’re ready to make the marketing match where the business actually is.

What does my team walk away with at the end of the day?

A complete strategic foundation: your ideal client profile, your core message, your positioning relative to the competition, and a 90-day priority roadmap. Some businesses hand that to their internal team and run with it. Others move into ongoing fractional marketing leadership. Either way, the work is done in the room, not assigned as homework.

How is this different from a workshop or a consulting engagement?

Workshops give you frameworks. Consulting engagements give you recommendations. Strategy First in a Day gives you the actual deliverables, built with your team, that day. The distinction matters. When everyone in the room builds the strategy together, they understand it, they own it, and they can actually use it. That’s different from being handed someone else’s conclusions.

The Bottom Line

Growth that feels messy usually isn’t a marketing execution problem. It’s a clarity problem. And clarity isn’t something you stumble into by adding more tactics.

It starts with knowing who you’re for, why they’d choose you, and what matters most right now. Everything else follows from that.

If you want to see what building that foundation looks like in a single focused day with your whole team, head to dtm.world/oneday. That’s where we’ve laid out exactly how Strategy First in a Day works, who it’s built for, and what you walk away with.

American Express has thrown its weight behind the small business AI skills race, unveiling two training and education programmes designed to drag owner-managers and their staff out of the experimentation phase and into measurable productivity gains.

Announced this week, the initiatives have been built in partnership with the global non-profit Generation and US-based Scholarship America. The first, AI Upskilling for Small Business, is a free training programme delivered by Generation that is open to small firms anywhere in the world and taught in English and Spanish. The second, Smart Futures for Small Business Scholarships, is a US-only pot funded by the American Express Foundation that will hand eligible employees up to $1,000 (around £790) to spend on AI certification courses run by accredited vendors or educational institutions.

The move lands at a moment when boardroom enthusiasm for generative AI has yet to translate into shop-floor competence. Multiple recent surveys of UK and US small firms suggest that while curiosity is near universal, the share of owner-managers using AI tools in any structured way remains stubbornly low, with confidence and training cited as the principal blockers.

Jennifer Skyler, Chief Corporate Affairs Officer at American Express, said the company wanted to bridge precisely that gap. “AI can be a powerful tool for small businesses when it’s used in practical, everyday ways,” she said. “These initiatives were designed to help small businesses move from Gen AI exploration to practical application, equipping them to drive productivity and help unlock new opportunities for growth.”

The Generation curriculum, refined through a series of pilots, is split into three self-guided tracks pitched at different roles and levels of AI familiarity. An AI Generalist track offers a foundational primer alongside short, applied “Mini Missions” covering everyday tasks. A Digital Marketing track focuses on using AI for content production, campaign optimisation and customer insight. A Digital Customer Success track concentrates on speeding up enquiry handling and personalising the customer experience.

Across all three, participants are taught to draft customer communications, support marketing campaigns, summarise and organise information, and convert raw research into commercial insight, while keeping a human eye on the output.

Bonni Theriault, Chief Partnerships Officer at Generation, said the structure was deliberately practical. “Generation programs support participants to practice and master the skills that make the biggest difference to them in their day-to-day work,” she said. “We are delighted to partner with American Express to offer small business owners a chance to hone their AI skills and see real benefits in their work.”

For Katy Kinch, owner of US-based Buttermilk Bakeshop and an early participant, the value lay in punching above her weight. “One of the biggest program takeaways for me was realising how powerful AI can be when used the right way, because it allowed me to do things that typically require a full team,” she said. “I was able to analyse customer feedback, identify trends and track retention patterns from my living room, which gave me insights I wouldn’t normally have access to as a small business owner.”

The Smart Futures element, administered by Scholarship America, is structured as an employer-nomination scheme. Owners can put a team member forward for funding to pursue AI courses or certificate programmes of their choice. Mike Nylund, President and CEO of Scholarship America, framed it as workforce insurance against rapid technology change. “AI tools give small businesses a world of opportunity, and education and training ensure that their workforce is ready to meet the moment,” he said.

For British small business owners watching from the other side of the Atlantic, the cash element is off the table, but the Generation training is not. The curriculum is open globally and free at the point of use, putting it within reach of any UK firm prepared to commit a few hours of staff time. With the Government continuing to push productivity as the central economic challenge facing the country, and with AI repeatedly identified as the most plausible lever for small firms to pull, programmes that lower the barrier to competent adoption are likely to attract growing interest.

Generation is running multiple cohorts throughout the year, with registration open via its website. Applications close on 10 June 2026.

Read more:
American Express opens free AI training to small firms as adoption gap widens

Modella Capital, the private equity owner of the rebranded WHSmith high street chain TGJones, is to shutter up to 150 of its 480 shops in a sweeping restructuring exercise that places hundreds of retail jobs in jeopardy.

The closures, confirmed to the BBC, mark the latest blow to a high street already battered by stubbornly weak footfall, mounting cost pressures and a string of high-profile collapses. They come barely a year after Modella swept up WHSmith’s loss-making bricks-and-mortar arm in a £40m deal struck in March 2025, with the WHSmith name itself excluded from the transaction and retained by the listed group, which has pivoted to its more lucrative travel concessions in airports and railway stations.

A Modella spokesperson said the decision had “not been taken lightly”, citing what it described as exceptionally tough trading. “While we continue to believe in the strength of the core business, TGJones has experienced highly challenging trading conditions over the past year, along with many other brick-and-mortar retailers,” they said.

The firm laid the blame squarely at the door of three culprits: the “forced” rebrand from the trusted, 233-year-old WHSmith fascia, which it said had dented brand recognition almost overnight; rising operating costs “as a direct result of government policy”, a thinly veiled reference to the increase in employer National Insurance contributions and the higher national living wage that have hammered labour-intensive retailers; and unspecified “geopolitical events”.

The restructuring plan, the spokesperson added, is “designed to protect the substantial core of the store estate and create a stronger, more sustainable business that can continue to serve customers for years to come”.

Modella has not yet specified how the cuts will be apportioned across its workforce, but conceded the plan “may result in the closure of some stores and the loss of some roles”. The owner said it would attempt to preserve “as many jobs as possible” and acknowledged the toll on staff, adding: “We recognise the impact this uncertainty will have on colleagues, their families and the communities we serve.”

The TGJones retrenchment lands less than a month after Modella’s stewardship of another high street stalwart ended in collapse. Claire’s, the teenage jewellery and accessories chain, ceased trading in the UK and Ireland in April, closing all 154 standalone stores and making 1,300 staff redundant. Modella had bought the British arm of the chain out of administration only last September, before placing it back into insolvency proceedings after what it called an “alarmingly” weak Christmas. The firm also owns Hobbycraft, the arts-and-crafts retailer, raising fresh questions in the City over the durability of its high street portfolio.

For the SME owners and independent traders that share Britain’s high streets with TGJones, the planned closures are a sobering reminder that scale offers no immunity. The combination of post-Budget cost increases, persistent shifts to online spending and the loss of anchor retailers continues to thin out town centres at pace, with knock-on consequences for footfall and the smaller businesses that depend on it.

Whether Modella’s pared-back TGJones estate can find a sustainable footing without the WHSmith name above the door, and without the cross-subsidy once provided by stationery, books and Post Office concessions, will be the defining test of its turnaround thesis.

Read more:
TGJones owner Modella Capital to shut up to 150 former WHSmith high street shops

The National Highway Traffic Safety Administration reports that over 6 million police-reported crashes occur annually in the United States, with approximately 280,000 vehicles declared total losses each month.

As repair costs continue climbing and vehicle technology becomes increasingly complex, insurance companies are totaling cars at rates not seen in decades — often for damage that would have been repairable just five years ago.

This shift affects millions of drivers who suddenly find themselves navigating unfamiliar territory. The decisions made in the first 48 hours after a total loss can determine whether you receive fair compensation or spend months fighting for adequate coverage. Modern claims processes involve multiple stakeholders, complex valuations, and tight deadlines that catch most people unprepared.

Understanding the practical steps — from immediate post-accident actions through final settlement — gives you the tools to protect your interests when the unexpected happens. The process ahead involves critical documentation, insurance negotiations, and decisions that will impact both your immediate transportation needs and your financial recovery.

What Steps Should You Take Immediately After Your Car Is Totaled?

Your first priority centers on safety and legal compliance, even when the emotional impact of seeing your destroyed vehicle feels overwhelming. Move to safety, call 911 if anyone needs medical attention, and contact police — many states require police reports for accidents involving significant property damage, and this documentation becomes crucial for your claim.

Document everything at the scene while details remain fresh. Take photos from multiple angles showing the overall accident scene, all vehicle damage, road conditions, traffic signs, and license plates. Use your phone to record a brief voice memo describing what happened, including time, weather conditions, and your immediate observations. Even if you feel shaken, these details matter more than you might realize in the moment.

Exchange information with all parties involved, but avoid discussing fault or making statements beyond basic facts. Insurance companies train their representatives to ask leading questions, and seemingly innocent comments can complicate your claim later. Collect names, phone numbers, insurance information, and driver’s license details, but keep conversations focused on factual information exchange.

Contact your insurance company within 24 hours to report the accident and begin the claims process. Many policies require prompt notification, and delays can create complications. When you call, stick to factual descriptions of what happened without speculating about cause or accepting blame. The insurance representative will guide you through initial questions and explain next steps, including arranging for vehicle inspection and rental car coverage if applicable.

If you suspect the other driver lacks insurance or adequate coverage, document this concern during your initial report. Uninsured motorist coverage becomes critical in these situations, and early notification helps your insurer begin appropriate investigations. Keep detailed records of every conversation with insurance representatives, including names, times, and reference numbers for future follow-up.

How Do You Assess and Document Damage to Your Vehicle?

Understanding damage assessment helps you prepare for conversations with adjusters and recognize when your vehicle might be declared a total loss. Total loss occurs when repair costs exceed a certain percentage of the vehicle’s actual cash value — typically 70-80% depending on your state and insurance company. This threshold considers both visible damage and potential hidden structural issues that emerge during initial inspection.

Modern vehicles contain sophisticated safety systems, sensors, and computer modules that can be damaged even in seemingly minor accidents. A front-end collision might destroy airbag sensors, damage the engine control module, or compromise the vehicle’s frame integrity in ways that aren’t immediately visible. These hidden costs often push repair estimates well above initial assessments.

Comprehensive documentation strengthens your position whether your car is repairable or totaled. Photograph damage from every angle, including the interior, engine compartment, and undercarriage if safely accessible. Take wide shots showing the overall vehicle condition and close-ups highlighting specific damage. Include reference objects like coins or keys to show scale for smaller damage that might be hard to see in photos.

Create a detailed written inventory of all damage you observe, no matter how minor it might seem. Note things like broken lights, scratched paint, damaged trim pieces, and any interior damage. This documentation helps ensure nothing gets overlooked during the official inspection and provides backup if questions arise later about the extent of damage.

Request copies of all inspection reports and repair estimates from your insurance company. You’re entitled to see how they calculated the total loss determination, including the actual cash value assessment and repair cost breakdown. Understanding these numbers helps you evaluate whether the settlement offer reflects fair market value and gives you information needed if you decide to dispute the determination.

What Happens During the Car Insurance Claims Process?

Filing your claim triggers a structured process that typically takes 15-30 days for total loss determinations, though complex cases can extend longer. Your insurance company assigns an adjuster who becomes your primary point of contact throughout the process. The adjuster’s role involves investigating the accident, assessing damage, determining fault, and calculating settlement amounts based on your policy coverage and vehicle value.

Expect the adjuster to schedule an inspection of your vehicle, either at a designated facility or wherever it was towed after the accident. This inspection involves both visible damage assessment and a detailed evaluation of repair costs versus vehicle value. The adjuster examines frame damage, airbag deployment, mechanical systems, and structural integrity to determine whether repairs are economically feasible.

Actual cash value calculation determines your settlement amount for a total loss. Insurance companies use various methods to establish this value, including market analysis of similar vehicles, dealer trade-in values, and specialized databases that track vehicle depreciation. This process considers your car’s age, mileage, condition before the accident, and regional market factors.

Your adjuster should provide a detailed breakdown showing how they calculated the actual cash value, including comparable vehicle listings and any adjustments for your car’s specific features or condition. Review this information carefully — if you believe the valuation is too low, you can provide evidence of your vehicle’s value through recent maintenance records, upgrade receipts, or listings for similar vehicles in your area.

The claims process also involves coordination with rental car coverage if your policy includes it. Most policies provide rental coverage for a specific daily amount and time limit, typically until your claim settles or you purchase a replacement vehicle. Understanding these limits helps you plan transportation during the claims process and avoid unexpected out-of-pocket expenses.

How Do You Decide Between Repairing or Replacing Your Car?

When damage doesn’t clearly indicate total loss, you face the decision between extensive repairs and vehicle replacement. Modern collision repair techniques can address significant structural damage, but the quality and cost of these repairs vary dramatically depending on the shop, parts used, and extent of damage.

Frame straightening technology allows repair shops to address structural damage that would have meant automatic total loss decades ago. However, vehicles with extensive frame damage may never drive quite the same, and resale value typically suffers regardless of repair quality. Consider both immediate repair costs and long-term implications when evaluating whether to pursue repairs over replacement.

Parts availability and quality significantly impact repair outcomes. Original Equipment Manufacturer (OEM) parts maintain vehicle integrity and appearance but cost significantly more than aftermarket alternatives. Your insurance company might authorize aftermarket parts to keep repair costs below total loss thresholds, but these parts can affect fit, finish, and future reliability.

Salvage titles become a factor if your car is declared a total loss but you choose to keep it and arrange repairs independently. Vehicles with salvage titles experience substantial resale value reduction and can be difficult to insure comprehensively in the future. Before choosing this path, obtain detailed repair estimates from qualified shops and understand the long-term implications of salvage title ownership.

Consider your vehicle’s pre-accident condition and your long-term needs when making repair versus replacement decisions. A well-maintained vehicle with high sentimental value might justify extensive repairs, while an older car with existing issues might not be worth significant investment. Factor in your budget, transportation needs, and whether you planned to replace the vehicle anyway in the near future.

How Can You Handle Disputes and Legal Issues in Damage Claims?

When insurance settlements fall short of expectations or coverage disputes arise, you have several options for challenging determinations. Start with internal appeals through your insurance company before pursuing external options. Most insurers have formal appeals processes that allow you to contest total loss valuations, coverage denials, or settlement amounts with additional documentation and evidence.

Gather supporting evidence for your appeal, including recent maintenance records, receipts for upgrades or improvements, and listings for comparable vehicles in your area. Professional appraisals from certified automotive appraisers can strengthen your position, particularly for unique or modified vehicles that don’t fit standard valuation models.

State insurance departments provide oversight and dispute resolution services when direct negotiations fail. Filing a complaint with your state’s insurance commissioner can prompt additional review of your claim and help resolve disputes over coverage interpretation or claims handling practices. These departments often mediate between policyholders and insurance companies at no cost.

For complex cases involving significant damages, personal injuries, or uninsured motorists, injury claim assistance in Lincoln and similar legal support becomes valuable for navigating both insurance negotiations and potential litigation. Legal professionals understand the tactics insurance companies use to minimize settlements and can advocate for fair compensation when standard claims processes fall short.

Document all communications throughout the dispute process to protect your interests and maintain leverage in negotiations. Keep records of every phone call, email exchange, and written correspondence with insurance representatives. This documentation becomes crucial if disputes escalate to legal proceedings or regulatory complaints and helps establish a timeline of how your claim was handled.

Understanding your rights under state insurance laws empowers you to make informed decisions about when to accept settlements versus pursuing additional compensation. Each state has specific requirements for claims handling, settlement timeframes, and disclosure obligations that insurance companies must follow, giving you tools to hold them accountable for fair treatment.

Read more:
Your Car is Totaled: Understanding What to Do Next