Category: 3. Business

  • Heathrow scraps 100ml liquid container limit

    Heathrow scraps 100ml liquid container limit

    Katy AustinTransport correspondent

    Getty Images Woman's hand with red nail varnish places small bottles of toiletries in clear plastic bagGetty Images

    Passengers at Britain’s biggest airport, Heathrow, can leave liquids in containers up to two litres in their bags while going through security, after it finally completed the rollout of new high-tech CT scanners.

    Electronics such as laptops can also be left in luggage, while clear plastic bags for liquids no longer have to be used.

    Heathrow now says it is the biggest airport in the world to have the new equipment fully rolled out across all its terminals.

    But while it has become the largest airport to roll out the new high-tech scanners, it is far from the UK’s first, with Gatwick, Edinburgh and Birmingham airports having upgraded to them in recent years and increased to a two-litre limit.

    Heathrow said the scanners, which provide better images of cabin bags, could service “thousands of passengers an hour with significantly greater efficiency, while maintaining high safety and security standards”.

    The rollout of the new high-tech scanners across the UK has suffered a series of setbacks over the past few years.

    Boris Johnson promised in 2019 that the rules about taking liquids through security in containers of no more than 100ml, inside plastics bags, would be scrapped by the end of 2022. The pandemic eventually put paid to that.

    In December 2022, the Conservative government promised state-of-the-art scanning equipment would be installed in security lanes by June 2024 in the “biggest shake-up of airport security rules in decades”.

    Then-Transport Secretary Mark Harper said the dominance of “tiny toiletry” was nearly over.

    But, as it turned out, the June 2024 deadline was not achievable for the biggest airports – although a number of smaller ones, with fewer lanes to get sorted, did install the scanners in place before that date.

    Then, on the evening of Friday 13 June, 2024, the government said those smaller airports who had already introduced the new scanners and dropped their 100ml liquids rules, must reinstate them. This triggered anger among airport operators.

    The EU also announced a reversion to the 100ml rule in July that year.

    There has since been a period of inconsistency. Last summer, the Transport Secretary was telling passengers to assume the 100ml rule still applied.

    Heathrow chief executive Thomas Woldbye said the £1bn package of upgrades would mean passengers could spend “less time preparing for security and more time enjoying their journey”.

    Passengers should note that the rule change only applies to flights leaving Heathrow, and that they must check an airport’s restrictions on luggage before boarding return flights to the UK.

    Continue Reading

  • FedEx shares bold operational transformation plan to secure long-term competitiveness in France

    FedEx shares bold operational transformation plan to secure long-term competitiveness in France

    Lyon, January 23, 2026 – FedEx in France has today proposed a significant transformation programme to modernise and simplify its domestic operations in order to secure its long-term competitiveness in France. The proposal, which includes a restructuring of the company’s facility footprint and a confirmed investment of up to €78M in new infrastructure and technology, underscores FedEx’s commitment to France, one of the company’s largest markets in Europe.

    The French courier and express transportation market is dominated by a highly competitive and cost-pressurised domestic parcels sector. To strengthen its competitive position in France, FedEx has presented bold plans to redesign its ground operations network, modernise its technology and infrastructure footprint, and align its commercial strategy towards more international growth to and from France. Accordingly, there are no proposed changes to the FedEx international air network, including the Charles De Gaulle hub in Paris, as part of this programme.

    The ground operations network redesign will simplify the network and eliminate overlapping infrastructure. As a result, the FedEx station footprint will be scaled down from 103 to 86 stations. In doing so, FedEx may reduce up to 500 operational positions and change working locations and schedules for up to 800 operational team members. Additionally, a potential more than 770 new full-time and part-time operations positions may be created as a result of the operations network redesign and technological enhancements, with affected employees given priority for these roles.

    The plan comes with a confirmed investment of up to €78M to upgrade key facilities in the network and deploy state-of-the-art scanning technologies, improving the experience for team members and the service offered to customers. This is a clear demonstration of the commitment to the French market.

    FedEx is also modernising its technology landscape, with the roll-out of an innovative new platform to optimise pickup and delivery operations. The platform digitises and unifies systems, modernises scanning processes, and improves service levels through enhanced route optimisation. Already proven in the U.S. to enhance team member and customer experiences, it is making its European debut in France.

    In line with its people-focused culture, FedEx will conduct this process with the utmost care and respect and will work closely with social partners to establish fair and appropriate accompanying measures throughout the information and consultation process.

    FedEx will pursue the formal consultation process with social partners in accordance with local labour law.

    ENDS

    Forward-Looking Statements
    Certain statements in this Current Report on Form 8-K, such as statements relating to FedEx’s, FedEx France, and Federal Express Corporation’s (“FEC”) estimates of pre-tax cash expenditures and savings as a result of the strategic operational restructuring initiatives and the timeline for completion, may be considered forward-looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements include those preceded by, followed by or that include the words “will,” “may,” “could,” “would,” “should,” “believe,” “expected,” “anticipated,” “plans,” “estimates,” “targets,” “projects,” “intends” or similar expressions. Such forward-looking statements are subject to risks, uncertainties and other factors which could cause actual results to differ materially from historical experience or from future results expressed or implied by such forward-looking statements. Potential risks and uncertainties include, but are not limited to, the ability of FedEx France and FEC to receive applicable local country works council approvals, the disruption of ongoing business, the ability of FEC to achieve the expected benefits from the operational restructuring initiatives, and other factors which can be found in FedEx’s and FEC’s press releases and FedEx’s filings with the U.S. Securities and Exchange Commission. Any forward-looking statement speaks only as of the date on which it is made. FedEx and FEC do not undertake or assume any obligation to update or revise any forward-looking statement, whether as a result of new information, future events or otherwise.

    About FedEx Corp.
    FedEx Corp. (NYSE: FDX) provides customers and businesses worldwide with a broad portfolio of transportation, e-commerce, and business services. With annual revenue of $90 billion, the company offers integrated business solutions utilizing its flexible, efficient, and intelligent global network. Consistently ranked among the world’s most admired and trusted employers, FedEx inspires its more than 500,000 employees to remain focused on safety, the highest ethical and professional standards, and the needs of their customers and communities. FedEx is committed to connecting people and possibilities around the world responsibly and resourcefully, with a goal to achieve carbon-neutral operations by 2040. To learn more, please visit fedex.com/about.
    Notes to editors

    FedEx Express France refers to the legal entity FedEx Express FR.

    For more information, please contact fedex@apcoworldwide.com


    Continue Reading

  • ‘TACO’ trade boosts markets amid ongoing geopolitical tensions

    ‘TACO’ trade boosts markets amid ongoing geopolitical tensions

    U.S. President Donald Trump walks after charter announcement for his Board of Peace initiative aimed at resolving global conflicts, alongside the 56th annual World Economic Forum (WEF), in Davos, Switzerland, January 22, 2026.

    Denis Balibouse | Reuters

    Amid the recent uproar over U.S. President Donald Trump's aim of annexing Greenland, it's easy to lose track of another geopolitical tension that's been raging on the European continent for nearly 4 years: the Russia-Ukraine war.

    On Friday, Ukrainian, Russian and U.S. ambassadors will hold trilateral talks in the United Arab Emirates that will last until Saturday.

    Notably, Europe won't be involved in the meetings. Ukraine's president, Volodymyr Zelenskyy, on Thursday accused Europe of being "lost" and trying to persuade Trump to help them, rather than uniting for their own defense.

    On another front, Denmark on Thursday signaled it was open to talks with the U.S. over its "Golden Dome" missile defense plan, which is part of the "deal" regarding Greenland that U.S. President Donald Trump had announced a day earlier.

    But Greenland's Prime Minister Jens-Frederik Nielsen said that he doesn't know what's in the agreement — a response shared by many analysts and political watchers.

    Ed Price, senior non-resident fellow at New York University, told CNBC on Thursday that striking a deal "requires two people to tango," describing Trump's speech at the World Economic Forum in Davos, Switzerland, as "a monologue not a dialogue."

    Still, Trump walking back on his tariff threats on EU countries and toning down the rhetoric on Greenland has lifted markets globally, reviving talks of TACO — "Trump Always Chickens Out" — trade.

    The U.S. president also signed his Gaza "Board of Peace" into being on Thursday — and withdrew his invitation to Canada to join the board, conceived as a means to oversee the reconstruction of Gaza after a two-year war with Israel.

    There's a slight dip in the temperature around Greenland, but geopolitical heat persists elsewhere.

    — CNBC's Kevin Breuninger, Anniek Bao, Lucy Handley and Hugh Leask contributed to this report.

    What you need to know today

    Trump withdraws 'Board of Peace' invitation to Canada. The move comes after Canadian Prime Minster Mark Carney gave an address in Davos warning against economic coercion by the world's superpowers. Carney said last week he intended to join the board.

    TikTok forms U.S. joint venture. This means the video-sharing app will be allowed to continue operating in the U.S. The new venture, which will run as an "independent entity," will be headed by Adam Presser, who has been serving as TikTok's head of operations and trust and safety. 

    The Bank of Japan raises economic forecast. Economic expansion in the fiscal year ending March 2026 is expected to hit 0.9%, up from the 0.7% estimated in October. The BOJ also held interest rates steady. Meanwhile, inflation in December cooled, and Prime Minister Sanae Takaichi dissolved parliament on Friday.

    U.S. stocks extend gains. On Thursday, leading U.S. indexes climbed for a second day after Trump called off Europe tariffs. Asia-Pacific markets rose Friday, but tech stocks, such as SoftBank Group and Lasertec, fell after Intel shares plunged in extended trading.

    [PRO] Stocks that look poised to surge. CNBC Pro screened for names that have been upgraded to buy or overweight by at least three more analysts since the end of last year. A major trading platform and Wall Street bank showed up on the list.

    And finally...

    Nvidia’s Huang to visit China as AI chip sales stall

    Nvidia CEO Jensen Huang plans to visit China in the coming days ahead of the mid-February Lunar New Year, two people familiar with the matter told CNBC. Huang is expected to attend an Nvidia company party in Beijing on Monday, said one of the sources, who requested anonymity to speak about the trip.

    The trip comes as questions persist over the U.S. chip giant's ability to sell in the Chinese market, which once accounted for at least one-fifth of revenue from Nvidia's data center business.

    Evelyn Cheng


    Continue Reading

  • Why Globally Educated Youth Are Choosing Retail Training – Samsung Newsroom India

    Why Globally Educated Youth Are Choosing Retail Training – Samsung Newsroom India

    Rashneet Kaur Chhabra (26) — a graduate of University College London

     

    In an age where young Indians chase global corporate jobs and polished office titles, a surprising career pivot is quietly playing out on India’s retail shopfloors — even foreign-qualified graduates are choosing frontline retail training to get job-ready.

     

    It’s not because they ran out of options. It’s because many are figuring out something early: degrees open doors, but don’t always prepare you for the moment when a customer is standing in front of you — impatient, uncertain, comparing brands, and expecting answers in seconds.

     

    This shift is becoming visible in Samsung’s DOST Sales Programme, which has steadily grown into a structured route for young professionals to learn the business from the ground up. The 2026 cohort reflects that change clearly — with participants coming from diverse academic backgrounds, including graduates with international education, choosing hands-on retail experience as a foundation for long-term careers.

     

    So, what exactly is DOST? Put simply, it is a structured retail skilling programme that trains youth for organised sales roles through a mix of classroom learning and on-ground store exposure. Participants learn customer handling, product understanding, communication, and the basics of retail operations — skills that often decide whether a fresher stays stuck at entry-level or grows.

     

    India’s retail market today is no longer about simply “selling”. It’s about solving. Customers arrive with online reviews, price comparisons, and strong opinions. And the shopfloor executive isn’t just a salesperson anymore — they are a guide, problem-solver, and trust-builder in a fast-moving consumer environment.

     

    Quazi Faizan Afroz Akhlaque Uz Zama (27), is an MBA graduate from Amravati University

     

    For Quazi Faizan Afroz Akhlaque Uz Zama (27), an MBA graduate from Amravati University currently training in Amravati, the programme has been less about theory and more about learning real-time decision-making.

     

     

    “Through training and hands-on exposure, I learned how to communicate with customers, manage situations, and make informed decisions in real time,” he said. “Understanding customer behaviour and product differentiation has helped me approach conversations with clarity and confidence.”

     

    But the headline moments in this year’s cohort come from those with global exposure. Take Rashneet Kaur Chhabra (26) — a graduate of University College London (UCL) with a master’s degree in architecture focused on Bio-Integrated Design — now training in Pune.

     

    It’s not a conventional move. But she says it’s a necessary one.

     

    “The diversity of the programme — across age, background, and experience — helped me understand business from a very human perspective,” she said. “In India, retail is deeply rooted in relationships and cultural understanding. Building trust and personal connection with customers is central, and that’s a lesson I will carry into global markets.”

     

    Her experience captures what many young professionals are discovering: real confidence is built on the shopfloor — not in a classroom. It comes from conversations you can’t script, objections you can’t predict, and pressure situations you can’t pause.

     

    The international footprint of the cohort also includes participants like Tushar, a Mechanical Engineering graduate from the University of Technology, Sydney, underlining a growing view among youth — that frontline experience can be a serious career accelerator, not a temporary stop.

     

    Beyond individual journeys, programmes like DOST Sales reflect a broader shift in what employability now means in India. While companies across sectors often speak about “future-ready talent”, the challenge is real: many graduates are qualified but not fully prepared for high-pressure customer environments, performance-driven roles, and rapid on-the-spot problem-solving.

     

    That’s where structured retail skilling programmes can have a larger social impact — turning education into experience, and experience into opportunity. For many young Indians, especially first-generation professionals, the shopfloor is not just a workplace — it is where confidence is built, careers take shape, and ambition becomes practical.

     

    “With its industry-first, five-month training framework, Samsung DOST is addressing a critical need for job-ready talent in the retail ecosystem. The sharp rise in enrolments this year, including candidates with global education exposure, reflects the growing relevance of the programme. At a time when digital transformation is reshaping retail, DOST is helping build a skilled workforce equipped for the future,” said Shubham Mukherjee, Head, CSR & Corporate Communications, Samsung Southwest Asia.

     

    As India’s organised retail economy expands, the demand for professionals who can combine product knowledge with customer trust-building is only rising. And for an increasing number of globally educated young Indians, starting at the ground level is no longer seen as “small”.

     

    It’s seen as smart. Because in today’s economy, the fastest way to learn isn’t always through a job title.

     

    Sometimes, it begins by proving yourself — one customer at a time.

    Continue Reading

  • RICOH CloudStream completes SOC 2 Type II audit, reinforcing security and compliance for global customers | Global

    RICOH CloudStream completes SOC 2 Type II audit, reinforcing security and compliance for global customers | Global

    Ricoh is a leading provider of integrated digital services and print and imaging solutions designed to support digital transformation of workplaces, workspaces and optimize business performance.

    Headquartered in Tokyo, Ricoh’s global operation reaches customers in approximately 200 countries and regions, supported by cultivated knowledge, technologies, and organizational capabilities nurtured over its 85-year history. In the financial year ended March 2025, Ricoh Group had worldwide sales of 2,527 billion yen (approx. 16.8 billion USD).

    It is Ricoh’s mission and vision to empower individuals to find Fulfillment through Work by understanding and transforming how people work so we can unleash their potential and creativity to realize a sustainable future.

    For further information, please visit

    ###

    © 2026 RICOH COMPANY, LTD. All rights reserved. All referenced product names are the trademarks of their respective companies.

    Continue Reading

  • How much have duties on old, used mobile phones been revised? – Dawn

    1. How much have duties on old, used mobile phones been revised?  Dawn
    2. Used phone rates to fall as govt revisits valuation  Dawn
    3. FBR announces major reduction in PTA tax for 4 imported phone brands  Pakistan Today
    4. New PTA Tax Values for Used OnePlus 12 and Google Pixel 9  ProPakistani
    5. New customs valuation for used phones including Samsung, Apple announced  Daily Pakistan

    Continue Reading

  • Consultation on NSW hybrid renewable project agreement opens

    Consultation on NSW hybrid renewable project agreement opens

    The proposed hybrid LTESA would sit alongside the existing Generation LTESA designed for stand-alone generation projects, offering long-term contracts for renewable energy, firming and storage projects in NSW.

    ASL, NSW’s consumer trustee for the state’s electricity infrastructure roadmap, is tasked with ensuring the long-term financial interests of consumers by improving affordability, reliability, security and the sustainability of electricity supply. Recognising that hybrid projects have an important role in meeting ASL’s stretch target of 16 GW of new generation by 2030, the new hybrid LTESA seeks to ensure hybrid wind and solar renewable projects are both commercially viable and are ultimately delivered to the market.

    The hybrid LTESA aims to fast track the development and bidding process for renewable generation, firming and long duration storage projects in New South Wales, in line with the upcoming NSW roadmap tenders for new projects.

    Market stakeholders are being invited to submit their views by 16 February on two potential options for the hybrid generation LTESA.

    The first, a fixed shape-fixed volume product, would mean developers bid a set volume of energy they’ll supply while the government sets the fixed shape for that energy. Developers will nominate an annual payment cap on how much they receive in a year.

    The second, a generation-following with price risk sharing model, would have developers offering the government a settlement based on how much electricity is actually sent into the grid, minus what they draw from it, with each developer setting a maximum amount they can pay or receive each year. This model includes a price-risk sharing percentage, currently proposed at 50%, to ensure projects are operating in a revenue maximising way.

    Nick Li, an expert in renewable energy at Pinsent Masons, said: “This consultation on a hybrid LTESA was launched because there has been a noticeable shift away from standalone solar projects to solar-hybrid projects in the development pipeline. We encourage developers and other stakeholders with NSW hybrid projects in development to review this new LTESA product and provide comments to ASL.”

    Continue Reading

  • Murata and Cosmo Eco Power Enter into a Virtual PPA

    Murata and Cosmo Eco Power Enter into a Virtual PPA

    23/01/2026

    Murata Manufacturing Co., Ltd.
    President: Norio Nakajima


    Murata Manufacturing Co., Ltd. (President: Norio Nakajima; hereinafter, “Murata”) is pleased to announce that it has entered into a virtual PPA1 (hereinafter, “this PPA”) with Cosmo Eco Power Co., Ltd. (President: Fumiaki Nokura; hereinafter, “Cosmo Eco Power”) effective January 14, 2026. 
    1 Virtual PPA: A contractual arrangement whereby a consumer procures only the environmental value, not the actual electricity generated, from a renewable energy power plant installed off-site

    Through this PPA, Murata will receive environmental value with additionality2 in the form of NFCs from Oita Wind Farm (started commercial operation in April 2023) and Chuki Wind Farm (started commercial operation in April 2021), both of which are operated by Cosmo Eco Power. This is expected to reduce CO₂ emissions by approximately 13,700 tons per year.
    This will be Murata’s third virtual PPA, and the first time that we have procured environmental value from wind power generation.
    2 Additionality: Creating new renewable energy for society as a whole and encouraging investment in new renewable energy facilities

    Murata has set the creation of a decarbonized society as one of its material issues, and we are working towards the goal of 100% renewable energy adoption by 2035.
    In addition to endeavors to save energy in our production processes, Murata will reduce the environmental impact of its business operations and contribute to the realization of a sustainable global environment by installing in-house power generation facilities at its plants and expanding its renewable energy procurement portfolio through various types of PPA.

    Conceptual Diagram of the Virtual PPA 

     

     

     

     

    Exterior view of the Oita Wind Farm

    Overview of the Power Plant

     

    Power plant name Oita Wind Farm
    Location The ridgeline near the administrative boundary spanning Oita City and Usuki City, Oita Prefecture
    Facility capacity 14.0MW

     

    Exterior view of Chuki Wind Farm

    Overview of the Power Plant

    Power plant name  Chuki Wind Farm
    Location The ridgeline of the Shirama Mountain Range, which extends across the towns of Hirogawa, Hidakagawa, and Aridagawa in Wakayama Prefecture
    Facility capacity 48.3MW

     


    Murata in Brief

    Murata Manufacturing Co., Ltd. is a worldwide leader in the design, manufacture and sale of ceramic-based passive electronic components & solutions, communication modules and power supply modules. Murata is committed to the development of advanced electronic materials and leading edge, multi-functional, high-density modules. The company has employees and manufacturing facilities throughout the world.

    For more information, visit Murata’s website

    Continue Reading

  • Trump Claims the Deep Sea is Open for Business; Fools Rush in – Greenpeace

    Trump Claims the Deep Sea is Open for Business; Fools Rush in – Greenpeace

    Greenpeace International activists from around the world have paddled and protested around MV COCO, a specialized offshore drilling vessel currently collecting data for deep sea mining frontrunner, The Metals Company, on its last expedition before it files the world’s first ever application to mine the seabed in the Pacific Ocean.

    © Martin Katz / Greenpeace

    Washington, DC (January 22, 2026)—In response to The Metals Company’s announcement that it has filed the first consolidated deep-seabed mining application, John Hocevar, Greenpeace USA Oceans Campaign Director, said: “At a moment when the Trump administration is openly testing the limits of international law and rejecting long-standing global norms, The Metals Company is trying to turn that instability into corporate opportunity by fast-tracking deep-sea mining in international waters. This is a cynical, morally bankrupt attempt to convince investors that deep sea mining has a future, when there is little chance it will get off the ground before Trump leaves the White House and more rational heads prevail.”

    “Deep sea mining is being rushed forward without adequate regulations, without full scientific understanding of the risks, and despite clear evidence that it is an economically reckless bet that could spell disaster for the most pristine ecosystems left on Earth. This is a speculative company trying to bully its way into legitimacy by shrinking the rules instead of meeting them. No executive order changes the law — the deep sea remains governed by the U.N. Convention on the Law of the Sea, and efforts to abandon that system threaten international cooperation and investor confidence alike.”

    “We call on the international community — especially the dozens of governments that have already called for a moratorium, pause or ban and ratified the Global Ocean Treaty — to reject this latest act of global bullying and to defend the ocean as the common heritage of humankind, not the next playground for corporate profiteering at the expense of future generations.”


    Contacts:

    Tanya Brooks, Senior Communications Specialist at Greenpeace USA, [email protected]  

    Greenpeace USA Press Desk: [email protected] 

    Greenpeace USA (inc.) is part of a global network of independent campaigning organizations that use peaceful protest and creative communication to expose global environmental problems and promote solutions that are essential to a green and peaceful future. Greenpeace USA is committed to transforming the country’s unjust social, environmental, and economic systems from the ground up to address the climate crisis, advance racial justice, and build an economy that puts people first. Learn more at www.greenpeace.org/usa.

    Continue Reading

  • The advantages of being a young entrepreneur

    The advantages of being a young entrepreneur

    MaryLou CostaTechnology Reporter

    Adam Isfendiyar Throxy Founders standing next to each other. Pablo Jiménez de Parga Ramos wears a green jumper. Arnau Ayerbe wears a navy fleece and Bergen Merey has a black v-necked top.Adam Isfendiyar

    Throxy founders from left to right: Pablo Jiménez de Parga Ramos, Arnau Ayerbe and Bergen Merey

    Even before he’d graduated from the University of Bath in 2024, Arnau Ayerbe landed a highly coveted role as an AI engineer with JP Morgan – yet he felt limited and uninspired.

    “I realised very quickly that the person to my right and to my left were going to be me in 20 years, and I didn’t want to become that,” recalls London-based Ayerbe.

    His best friend from high school in their native Madrid, Pablo Jiménez de Parga Ramos, who had also secured a corporate job after graduating from University College London, felt the same.

    They joined forces in London in 2023 with Ayerbe’s university friend, Bergen Merey, to launch Throxy, which creates AI agents for sales teams.

    Now all aged 24, the trio have raised nearly £5m in two rounds of investor funding, and annual sales of almost £1.2m.

    They’re part of a growing number of 20-somethings who’ve taken the leap to start their own businesses. Data from Enterprise Nation shows that, in the UK, 62% of Gen Z – those born between 1997 and 2012 – want to start a business.

    That’s reflected in trends seen in data from the British Business Bank’s Start Up Loans programme. It shows that the number of loans awarded to Gen Z founders has doubled in the past five years.

    For the young entrepreneurs at Throxy, it’s been a rewarding but gruelling experience.

    Ramos declares that there’s no nine to five culture at Throxy, rather a “9-9-6” ethos of working 9am to 9pm, six days a week.

    And Ayerbe adds: “If I had known the amount of effort and work I needed to do to take the company to this point, I would probably have never started it.”

    Throxy’s founders say one big advantage they have on their side compared with other generations is their familiarity of AI.

    For Garcia, it felt natural to build an AI-led business.

    “I was working with early models of Chat GPT on research projects before they were released to the public on research, and it honestly felt like magic.

    “It felt like there was going to be something transformational here that is going to fundamentally change the way we as humans do work, for the better,” he says.

    Perhaps one day Ayerbe and his co-founders will be in charge of a company worth more than $1bn (£740m) – known as a unicorn.

    Research by investment network Antler suggests that the most successful AI start-ups are being founded by increasingly younger entrepreneurs.

    It analysed 3,512 founders of companies that went on to be worth more than $1bn.

    It found that the average age of an entrepreneur who founded an AI unicorn fell from 40 in 2020, to 29 in 2024.

    But when you’re running a business in your 20s, it seems hard to avoid your clients and partners, who are usually older, from underestimating you.

    That’s been the experience of Rosie Skuse, who, as a new business owner in her early 20s, was often mistaken for her boss’s assistant – and she would have to break the surprising news that she was, in fact, the boss.

    “Some people wouldn’t even shake my hand. It was really tough, and I used to struggle loads with it. It’s frustrating when people don’t assume it’s your company. Then I’d start to speak and people could see I know what I’m talking about,” recalls London-based Skuse.

    “Then they’d say, ‘wow, you must be so proud – but you’re so young’. That shock factor was almost like a secret weapon, because I would catch people off guard, and they would end up actually listening.”

    Everywoman Rose Skuse smiles, holding her entrepreneurship awardEverywoman

    Rose Skuse won an award last year for her entrepreneurship

    Now 29, Skuse is the founder and CEO of Molto Music Group, a music and entertainment agency that counts high end names like The Dorchester, The Savoy, Soho House and Raffles as clients.

    From its roster of over 300 musicians, Molto Music Group puts together bespoke house bands for those venues, often designing the stage and set too. It also works with luxury brands like Hermes and Patek Philippe on private events.

    Despite launching in 2019, and the ensuing Covid pandemic causing her early clients to cancel their contracts, business is now strong. Molto Music Group made its first million in 2023, and turned over £1.6m in 2025. It employs seven full-time staff.

    “I have no business education. It’s all been trial by fire and learning as we go,” says Skuse.

    “I’ve had to work a lot on my tone and delivery – and my handshake – but being young and fostering a young company can be a breath of fresh air compared with our competitors. It’s more memorable.”

    Molto Music A male singer in a red velvet jacket looks into the crowd holding a microphone to his mouth. Molto Music

    Molto Music puts together house bands for hotels

    But business founders who’ve gone before have some words of advice for their younger counterparts.

    Lee Broders, 53, started his first business at 26, in IT, after serving 10 years in the military. He’s been a serial entrepreneur since and now runs seven ventures, ranging from business mentoring to photography.

    According to Broders, making your first million isn’t the be all and end all – it’s scaling a business to last into the future.

    “Speed can often hide fragile foundations. Growing something quickly doesn’t always equal sustainability or robustness,” notes Mr Broders, who is based in Shropshire.

    “It’s great if you’re turning over a million pounds, but if it’s costing £990,000, and you’re actually making £10,000 a year, that’s very different.”

    Flourish With long hair and a black top, Sarah Skelton smiles while looking into the camera.Flourish

    Sarah Skelton says having a network is important for entrepreneurs

    Sarah Skelton is the co-founder and managing director of Flourish, a recruitment firm for the sales industry.

    She started her first business in 2024 aged 46, and is concerned that founders in their 20s may miss out on valuable leadership and management skills that may be best learned in a traditional work environment.

    “It’s great that in this day and age you can set up a business quite quickly. But I think you have to have lived experiences to be really strong at that leadership piece, which is the quite critical bit here,” says London-based Ms Skelton.

    She’s the co-founder and managing director of Flourish, a recruitment firm for the sales industry.

    “Also when you’re growing a business, leaning on people in a network is really important. But of course, if you’re super young and you’re going straight into this, where’s your network?

    She adds: “My network is 25 years of placing candidates, selling to different businesses, working across different countries. It’s really tough when you’re that young. How do you know who to lean on and where to find those people?”

    More Technology of Business

    Continue Reading