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Squire Group joins BFA as franchise sector growth continues

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LEICESTER, UK – May 29, 2026 – Squire Group has officially joined the British Franchise Association, further strengthening its involvement in the UK franchise industry.

The Leicester-headquartered company supplies fire safety, compliance, CCTV and intruder alarm services to businesses operating across multiple premises nationwide.

Its latest milestone reflects a broader push into the franchise market, where operators increasingly require reliable oversight and consistency between locations.

“Franchise operators need dependable partners who understand the challenges they face. Our aim is to provide joined-up fire, security and compliance services, alongside technology that allows users to access systems from their phones wherever they are,” said Jacob Squire, Digital Strategist at Squire Group.

Franchise businesses regularly face pressures around compliance management, security standards and maintaining operational continuity across their networks.

According to Squire Group, its service structure has been developed to support those needs through a combined offering covering installation, maintenance and long-term support.

The company also noted a rise in demand for integrated systems that can be monitored remotely.

Its technology platform enables approved users to view CCTV feeds, manage intruder alarms and monitor fire systems directly from smartphone devices, helping operators stay connected to sites even when off location.

The UK franchise sector remains an important part of the national business environment, with brands spanning hospitality, retail, care, fitness and professional services.

Squire Group added that BFA membership will create opportunities to work more closely with franchise brands and sector stakeholders while increasing visibility within the industry.

By combining sector knowledge with its BFA affiliation, the company intends to establish itself as a trusted nationwide partner for franchise security and compliance services.

ENDS

The Signal Crisis Is Why Your Online Ads Feel So Weird — and Manchester Businesses Are Feeling It Too

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You buy a coat from a Northern Quarter boutique online. Done. Sorted. But for the next three weeks, every website you visit is absolutely convinced you’re still coat shopping. Meanwhile, that same boutique has no idea why their ad spend keeps climbing while actual sales stay flat.

Sound familiar? It’s not just you — and it’s not just a quirky internet glitch. There’s a name for what’s happening, and a Manchester-based marketing expert reckons most businesses here haven’t clocked it yet.

Kris Irizawa, COO of integrated marketing consultancy E-Boost Consulting, calls it the signal crisis. And it’s quietly reshaping how the internet works — for shoppers and businesses alike.

The Internet Runs on Clues

Behind every ad, every product recommendation, every suspiciously well-timed offer, there’s a data trail. Marketers call them signals — basically digital breadcrumbs. The page you visited, the item you hovered over, your location, your device. For years, companies stitched these breadcrumbs into detailed profiles using tracking cookies, then used those profiles to decide what you’d see online.

Here’s the thing: those profiles are now falling apart.

Privacy rules have tightened. Apple blocks cross-app tracking. Safari and Firefox kill most cookies by default. Even Google’s pulling back on what advertisers can collect. All of it, broadly speaking, good for consumers. But it’s created a mess inside the marketing industry that nobody’s talking about loudly enough.

“These changes were designed to protect user privacy, and that’s generally a good thing,” says Kris. “But they’ve also created something inside the marketing industry that people rarely talk about: a growing signal crisis.”

When the Map Goes Wrong

The AI systems running online advertising haven’t slowed down — they still make millions of decisions per second about what you see. They’ve just started making those decisions with worse information. Adverity reported in 2025 that up to 45% of data companies use for marketing is incomplete, outdated, or just wrong.

“Imagine trying to drive through rush-hour traffic using a GPS that’s missing half the roads,” Kris says. “You’ll still get directions; they just won’t always make sense.”

Think about that on a Manchester commute. Piccadilly Gardens to Salford Quays with half the streets missing. You’d still arrive somewhere. Just probably not where you meant to go.

When data gaps appear, algorithms don’t pause. They guess. Cleared your cookies? Sharing a device with your partner? Browsed privately on the work laptop? To the system, that’s just a probability problem to solve — and it solves it by filling the gaps with whatever pattern seems closest. That’s why you get ads for things you already bought, or recommendations that feel completely random.

Not malicious. Just wrong.

It Hits Businesses Hard Too

For shops along Deansgate, agencies in MediaCityUK, or any Manchester business running digital campaigns, the signal crisis creates a specific headache: they can’t accurately measure what’s actually working.

“In the past, businesses could track fairly precisely which ad led to a purchase,” says Kris. “Today, much of that tracking is broken or incomplete, so instead of direct measurement, companies increasingly rely on statistical modeling — essentially educated guesses — about which marketing channels deserve credit.”

Flawed models mean money flows to the wrong places. And consumers end up seeing the same ads, over and over, across every platform — because the system keeps doubling down on its wrong assumptions.

There’s a knock-on effect beyond annoyance, too. Research flagged in a 2023 survey found that 91% of consumers won’t buy from brands that serve ads they experience as intrusive. The “creepiness factor” — that unsettling moment when you can’t work out how a company knows something about you — tanks trust fast.

So businesses spend more, reach people less effectively, and erode the goodwill they needed in the first place. Not exactly a winning formula.

What Actually Needs to Shift

“Most people don’t know the term signal crisis,” Kris admits, “but they’re living with its effects every time they open a browser or scroll through an app.”

The fix isn’t just better AI. It’s a different approach to the relationship between companies and customers — something Manchester’s business community, with its straight-talking reputation, is arguably well-placed to lead on. That means collecting data with clear consent, building direct relationships instead of chasing third-party tracking, rethinking how success gets measured, and applying human judgment rather than blindly trusting automated systems.

“Privacy protections aren’t the problem,” concludes Kris. “The real challenge is that the digital economy is still adapting to a world where data is harder to collect and harder to interpret.”

The algorithms will keep guessing. The question is whether businesses here start giving them better information — or keep wondering why the ads aren’t working.

Medium‑Sized Businesses Reassess SharePoint as Governance Gaps Emerge

London, UK – 28 May 2026 — Rising search interest around SharePoint best practices is drawing attention to a recurring challenge for medium‑sized organisations: how to manage information consistently as businesses scale across departments and locations.
Digital workplace consultancy Adepteq has published a new guide, “SharePoint Best Practices for MediumSized Businesses”, examining why many organisations struggle to maintain control over documents, approvals and compliance as growth outpaces structure.
Medium‑sized businesses often operate in a complex middle ground. They have outgrown informal ways of working but lack the rigid processes of large enterprises. As a result, information is frequently fragmented across legacy file shares, Microsoft Teams channels, individual SharePoint sites and email threads. This inconsistency can lead to duplicated documents, unclear ownership and increased operational risk.
The Adepteq guide opens with a representative scenario involving a UK‑based facilities management company with more than 400 employees operating across multiple regions. As the organisation expanded, engineers relied on outdated safety documents, finance teams struggled with invoice approvals across systems, HR policies existed in multiple versions, and compliance audits required extensive manual effort. The issue was not a lack of effort, but a lack of structure. By redesigning its digital workplace around SharePoint as a central governance and collaboration platform, the organisation established a single source of truth, standardised templates, and automated approval workflows. The example is presented as illustrative rather than a verified case study.
Commenting on the issue, Phil Cave, Technical Director at Adepteq, said: “At this stage of growth, organisations don’t struggle because SharePoint can’t cope. They struggle because it’s been allowed to grow without clear governance or ownership. The rise in search interest reflects a need for practical guidance on how to standardise information flow before inconsistency becomes a risk.”
The guide outlines what SharePoint delivers for medium‑sized businesses as part of Microsoft 365, including standardised document and knowledge management, centralised governance and retention, cross‑site collaboration for regional and hybrid teams, and automation of structured business processes. It highlights that, at this scale, consistency matters more than features.
Key recommendations include defining clear information architecture, introducing governance early, managing permissions consistently, reducing reliance on email‑based approvals, and supporting user adoption across departments. The guide also warns against common pitfalls such as uncontrolled site creation and departmental “shadow systems.”
The full guide is here.
To support organisations looking to apply these principles in practice, Adepteq also offers a Free SharePoint Workshop.The session provides practical, role-based Microsoft SharePoint training designed to turn everyday users into confident power users.

JVR Consultancy highlights the operational complexity of rail supplier compliance requirements

Compliance advisory firm JVR Consultancy is encouraging organisations operating within the UK rail sector to take a more structured approach to supplier assurance and contractor compliance, warning that it’s easy for businesses to underestimate the operational requirements associated with rail accreditation and approval schemes.
The consultancy says organisations entering the rail supply chain often assume existing ISO certifications or generic health and safety systems will automatically satisfy rail industry expectations. In practice, rail-specific standards and operational controls are frequently far more detailed.
JVR Consultancy supports organisations across a range of rail assurance schemes including RISQS, Achilles Link-Up and Principal Contractor Licence (PCL) preparation, helping businesses align their systems and operational procedures with the expectations of Network Rail and the wider rail supply chain.
RISQS remains one of the most widely-recognised supplier assurance schemes within UK rail infrastructure. Organisations seeking RISQS accreditation must demonstrate that their management systems, operational controls and safety procedures meet industry requirements relevant to the type of work being undertaken.
Depending on the level of operational risk involved, businesses may be required to undergo formal audit activity in addition to supplier questionnaires and evidence review.
“A common misconception is that rail accreditation is mainly about documentation,” said a rail compliance specialist at JVR Consultancy. “In reality, these schemes assess how organisations operate day to day, particularly where work takes place within high-risk rail environments.”
JVR Consultancy notes that organisations frequently encounter difficulties where existing systems have not been adapted to reflect rail-specific requirements. Policies covering areas such as workforce competence, drugs and alcohol testing, subcontractor management and operational safety often require significant adjustment before they meet Network Rail expectations.
The consultancy also highlights confusion around the relationship between RISQS, Achilles Link-Up and Principal Contractor Licence (PCL) requirements.
While RISQS is commonly used to assess suppliers entering the rail supply chain, a PCL applies to organisations managing projects directly on behalf of Network Rail and carrying responsibility for overall site safety, coordination and operational delivery.
“Principal Contractor Licence requirements operate at a very different level to supplier assurance schemes,” the specialist added. “PCL holders are typically managing entire rail projects, including subcontractors, welfare, inductions, safe systems of work and protection from train movement within live operational environments.”
JVR Consultancy says businesses can also underestimate the ongoing nature of rail compliance. Network Rail standards and operational expectations evolve regularly, meaning systems that were previously compliant may require continual review and updating to maintain approval status.
The consultancy advises organisations to approach rail assurance schemes as operational management exercises rather than administrative hurdles, ensuring that documented systems accurately reflect how work is carried out in practice.
JVR Consultancy continues to support organisations across rail, construction, utilities and infrastructure sectors, helping businesses prepare for accreditation, strengthen management systems and maintain ongoing compliance within highly regulated environments.

Orbit Spaces Reveals First Look at New Floor of 55 King Street Flexible Workspace

Manchester-based flexible workspace provider Orbit Spaces has revealed a first look at the
new floor of its expanded site at 55 King Street, ahead of an official launch event in
Manchester city centre this June.

The new floor introduces dedicated coworking desks, a large multipurpose event venue,
additional high-quality meeting rooms, a collaborative lounge area and a purpose-built
podcast studio to the King Street site. Together, the additions transform the original meeting
room facility into a fully integrated flexible workspace hub.

The new floor reflects Orbit Spaces’ design-led approach, which has set the brand apart
since it first opened in Manchester.

Kieran Jones, co-founder of Orbit Spaces, said: “It’s really important to us to create spaces
that local businesses and our existing clients can both make use of. This expansion into
Manchester city centre, in the prestigious 55 King Street building, gives us exactly that — an
opportunity to bring everything that makes Orbit Spaces great to local clients and
businesses.”

Orbit Spaces has always set out to raise the standard of meeting and collaboration spaces,
delivering a high-quality, design-led product at a more accessible price point than many
premium providers.

The King Street expansion takes this proven model and applies it to coworking and shared workspace. By combining exceptional build quality, thoughtful amenities and competitive pricing under one roof, the provider offers a genuinely flexible alternative that bridges the gap between traditional serviced offices and high-end workspace brands.

The expanded site represents Orbit Spaces’ vision of the future of work — a high-quality
hybrid environment where flexibility is central.

The space allows businesses and individuals to choose how, when and where they work, whether that means booking a meeting room, working from a coworking desk, hosting an event or collaborating in a shared lounge space.

The 55 King Street site will officially launch at an event this June. Guests can expect guided
tours of the newly expanded floor, opportunities to network with the team behind the project,
refreshments throughout the event, and exclusive introductory offers available only to
attendees.

To attend the launch event or learn more about the expanded 55 King Street site, contact
the Orbit Spaces team at [email protected].

Caroola Accountancy Launches New Apprentice Intake Amid Rising UK Unemployment and Strong 80% Pass Rate

Caroola Accountancy, one of the UK’s largest specialist accountancy providers, is actively recruiting its sixth cohort of apprentices at a time when the wider labour market is moving sharply in the wrong direction.

ONS data published in May 2026 shows UK unemployment rose to 5.0% in the three months to March, up from 4.9% and above forecasts, with 1.81 million people now out of work. Payrolled employees fell by 104,000 year on year and job vacancies dropped to 705,000, their lowest level since early 2021.

For young people the picture is considerably worse. Youth unemployment among 16 to 24 year olds has reached 16.2%, the highest rate since 2015 and above the peak recorded during the pandemic, with 729,000 young people now unemployed.

While many employers are freezing headcount, Caroola is choosing to invest, opening new apprenticeship places and offering young people a structured route into a profession recognised as one of the most resilient in the UK economy.

Research by the Association of Accounting Technicians ranks accountancy as the third most stable profession in the UK, behind only healthcare and teaching. Every business, regardless of size or sector, requires qualified financial professionals, and that structural demand has kept the profession resilient through successive economic downturns. The Hays UK Salary and Recruiting Trends 2026 report underlines the point: 68% of accountancy employers are planning to recruit this year, 90% raised salaries over the past twelve months with average increases of 3.4% ahead of the 2.2% national average, and 92% reported ongoing skills shortages.
The Caroola Academy was founded in September 2023 at the firm’s Blackpool and Warrington offices and has since supported over 30 accountancy learners across AAT, ATT and ACCA qualifications through five cohorts. Its average first-time pass rate of over 80% sits more than 15 percentage points above the national apprenticeship achievement rate of 65.4% reported by the Department for Education for 2024/25. Several graduates from the original first cohort have already progressed to qualified Accountant positions within the business.

The investment comes at a critical time for the profession. The 2025 Accounting Talent Index found the accountancy skills shortage is intensifying, while government cuts to Level 7 apprenticeship funding for over 22s, described by the ICAEW as a major blow, are restricting one of the most effective routes into chartered accountancy.

Katie Wild, Accountancy Academy Manager at Caroola, said: “The Academy gives Caroola a genuine pipeline of talent. We invest in our people at the very beginning of their careers and embed our values, behaviours and expectations early. It is a nurturing environment with lots of on-the-job learning, and our apprentices are engaged and eager to develop because of the culture they are trained in.

“Watching them graduate into Accountancy Operations is incredibly rewarding. At graduation, they have the knowledge, skills and a Level 2 AAT qualification to hold their own client base. None of this would be possible without Team Leaders Katie Rodgers and Simon Millington and the support of our training providers. The Academy builds loyal, high-performing talent and strengthens us for long-term growth.”

Caroola Accountancy is one of the UK’s largest specialist accountancy firms for contractors, freelancers, sole traders and small businesses. Headquartered in Blackpool and Warrington, the firm serves clients digitally across the UK, with its largest client concentration in London.

The firm is an FCSA Accredited Member, was ranked 13th in the Top 100 Apprenticeship Employers in England for 2024, and holds an ‘Excellent’ Trustpilot rating of 4.8/5 based on over 6,400 reviews.

Enviro Waste Management Boosts Efficiency with Fleet Changes to Reduce Fuel Use

Enviro Waste Management has rolled out new operational changes aimed at improving efficiency and lowering fuel consumption, including the removal of unnecessary overnight dustcart usage from its sack collection services.
The company previously used dustcarts across both daytime bin collections and overnight sack collection routes, with sack collections taking place between 12am and 6am.

Following an internal operational review, Enviro Waste Management has now transitioned overnight sack collections onto smaller collection vehicles, while reserving dustcarts exclusively for daytime bin collection operations.

The change means large refuse vehicles are no longer being operated continuously across both day and night shifts.

For waste operators, fuel consumption remains one of the largest operational costs across collection services, particularly for heavy vehicles operating within urban environments. Large refuse collection vehicles consume substantially more fuel than smaller transport alternatives due to their weight, stop-start routing patterns and onboard compacting systems.

As fuel prices and operational costs continue to rise across the industry, many waste companies are increasingly reviewing fleet structures and route planning to identify opportunities for greater efficiency without compromising service reliability.

Enviro Waste Management says the operational review was driven by a wider assessment of how vehicle allocation could be improved across different collection types and time periods.

According to the company, the restructure significantly reduces fuel usage and unnecessary energy consumption without affecting customer collections.

“Dustcarts are essential for larger bin collection operations, but they also consume significantly more fuel due to their size and onboard systems,” said John Kinful, Operations Manager at Enviro Waste Management.

“When we reviewed our overnight sack collections, it became clear that smaller vehicles could complete the same work far more efficiently.”

Reducing unnecessary heavy vehicle usage
Unlike standard vans or smaller trucks, dustcarts require additional energy to operate hydraulic systems and compacting equipment throughout collection routes.

By removing dustcart usage from overnight sack collections, Enviro Waste Management expects to reduce overall fleet fuel consumption, minimise unnecessary engine operation, improve route efficiency, produce lower operational emissions and extend the operational lifespan of heavy collection vehicles.

The company says the operational adjustment forms part of a broader focus on improving efficiency through practical logistics decisions rather than headline sustainability claims.

Smarter operational planning
Rather than relying solely on carbon offsetting or environmental claims, Enviro Waste Management says the focus is on identifying practical operational improvements that reduce waste across the business itself.

The company believes small logistical decisions can collectively have a meaningful impact on fuel usage, efficiency and environmental performance over time.

The company also says operational sustainability is becoming increasingly important for customers looking to work with suppliers that can demonstrate measurable efficiency improvements rather than broad environmental statements alone.

By restructuring collection methods and reducing unnecessary heavy vehicle usage, Enviro Waste Management believes waste operators can improve both operational performance and environmental impact simultaneously.

The company has also introduced more structured sack delivery scheduling for certain customers to reduce repeat journeys and improve logistical efficiency across multi-site operations.

“We’re constantly reviewing how we operate day to day,” added John.

“Sometimes the smarter decision is simply using the right vehicle for the right job. Small operational improvements can create meaningful reductions in fuel usage over time.”

SEO Industry ‘Finally Catching Up’ to No-Contract Approach, Says UK Agency

A UK SEO agency operating without long-term contracts since 2008 says the rest of the industry is only now embracing the model, as businesses push for greater transparency and results-based accountability from their marketing partners.

Carrie-ann Sudlow Consultancy says the growing number of agencies promoting “no contract SEO” reflects changing expectations across the industry, with businesses becoming increasingly wary of lengthy retainers, unclear reporting and outsourced fulfilment.

The agency recently updated its Best SEO Agency page to highlight its long standing approach to flexible SEO services, transparent communication and commercially focused results.

Founder Carrie-ann Sudlow says the industry is evolving because clients now expect measurable performance and clearer communication from their marketing partners.
She said: “We have never believed clients should feel locked into a contract. If an SEO campaign is delivering properly, businesses stay because they see value in the work being done.”
The consultancy says it adopted a no contract approach from the outset in 2008, well before flexible SEO retainers became widely promoted across the industry.
According to the agency, businesses are increasingly looking for SEO providers that focus on genuine growth rather than confusing reports and vanity metrics.

Carrie-ann added: “Clients are asking tougher questions than they did years ago, and rightly so. Businesses want transparency, accountability and realistic expectations.”

The company believes ongoing Google algorithm updates and the rapid growth of AI generated content are also pushing agencies to demonstrate genuine expertise and long term strategic thinking.

Rather than focusing purely on rankings or traffic, the consultancy says successful SEO should ultimately be measured by enquiries, conversions and sustainable business growth.
Carrie-ann said: “SEO should not feel overcomplicated. Businesses want honest advice, clear communication and strategies that support long term growth.”
The agency has worked with businesses across a wide range of industries throughout the UK since 2008 and says demand for transparent SEO services continues to increase as companies become more selective about where they invest their marketing budgets.

Eight Engines wins Production Company of the Year at Prolific North Champions Awards 2026

Manchester-based video production company Eight Engines has been named Production Company of the Year at the Prolific North Champions Awards 2026, marking a landmark moment for a business that has grown into one of the region’s most exciting production studios.
The award was announced at The Point, Emirates Old Trafford, where hundreds of leading figures from across the North’s creative, digital, tech and media sectors gathered to celebrate the best of the industry.
The prize recognises production companies and studios delivering the most visually striking and effective content across marketing, TV and film, with judges considering creativity, effectiveness, evidence of growth and wider impact.
For Eight Engines, the recognition reflects years of creative ambition, investment in its team and a growing reputation for producing high-quality content for clients across aviation, hospitality, technology, entertainment, retail, gaming, transport, charity and the arts.
Their customer roster now includes companies including EasyJet, IHG Hotels & Resorts, Sony Pictures, Timpson, Google and Facebook (Meta).
Jack Leigh, Creative Director at Eight Engines, said he was proud but quick to credit the wider northern creative community, “I’m unbelievably lucky to work with the best team in the world, in the greatest city on earth.
It’s lovely to get recognition for all the work we’ve put into Eight Engines, but the North is full to burst with amazing agencies, production companies and creative people. Ultimately, it’s just a privilege to be a small part of that community.”
Eight Engines was founded with an ambition to blend the craft and technical excellence of big-budget film and television production with a culture that is supportive, creative and genuinely enjoyable to be part of.
The team’s roots are in broadcast, with credits across some of the UK’s most recognisable film and TV productions. That pedigree informs every project the studio takes on, whether a brand campaign, a documentary, a theatre production or a social media series.
Central to that is a permanent core team, including directors, camera operators, assistants, editors and producers, many of whom joined as juniors and have developed with the business over the past five years. In a sector often built around short-term freelance structures, Eight Engines has deliberately chosen to build stability, both for its clients and for the people doing the work.
Over the past two years, the business has grown significantly, taking on larger and more ambitious projects, expanding its direct client relationships and developing its role as a creative partner.
Jack reflected on the journey that led to the award, “The company is technically 10 years old, but four years ago I bought out a former business partner and suddenly found myself trying to figure out what the company actually was, what I wanted it to become, and whether I was capable of leading it there.
“Since then, everything has changed. We’ve built an in-house team so talented people can do brilliant work with a bit of stability in a ridiculously unstable industry. We’ve pushed for bigger, braver, more creative projects. And we’ve built the systems behind the scenes that help us squeeze every bit of value out of every second of a project.
“The one constant has been the team pulling together and solving problems. The work matters, of course. But the people are what make Eight Engines special.”
The Prolific North Champions Awards celebrate the organisations, teams and individuals putting the North on the map in the creative and digital sectors.
For Eight Engines, the Production Company of the Year title gives external recognition to a period of change that has seen the Manchester studio strengthen its team, deepen its client relationships and build a creative culture that has become central to its success.

Man United transfer news LIVE: Huge Tonali update, new Ederson agreement, Leao bargain

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Remember Turki Al-Sheikh? The man who once posted a cryptic message on X suggesting Manchester United were in an ‘advanced stage’ of a takeover.

He said: “The best news I heard today is that Manchester United is now in an advanced stage of completing a deal to sell to a new investor. I hope he’s better than the previous owners.”

He later clarified he was not the ‘new investor’, but now he now wants to buy Derby County.

The Times is reporting that the EFL and the Independent Football Regulator are aware of Turki Al-Sheikh’s interest in the Championship club, but both organisations declined to comment when approached by them.

Al-Sheikh is a government minister in Saudi Arabia’s royal court and is the man behind Saudi Arabia’s takeover of boxing.

Turki-Al-Sheikh

Turki-Al-Sheikh(Image: Richard Pelham/Getty Images)