Month: June 2025

More than 2,500 leading voices from the UK’s arts sector, including the heads of the National Theatre and Royal Shakespeare Company, have signed an open letter warning that Labour’s proposed changes to the Access to Work scheme risk excluding disabled people from the workforce entirely.
Indhu Rubasingham, artistic director of the National Theatre, and Tamara Harvey and Daniel Evans, co-artistic directors of the RSC, were among the signatories to the letter, which accuses the government of jeopardising decades of progress on workplace inclusion. Addressed to the Department for Work and Pensions (DWP) and the Department for Culture, Media and Sport (DCMS), the letter warns that the reforms outlined in the Pathways to Work green paper could have a “devastating impact” on disabled employment rates, particularly in the cultural sector.
“We have worked for decades to ensure that the sector can provide better work for disabled people, and now the proposals threaten that progress,” the letter states. “There is a clear need to reform Access to Work, but this must be based on constructively supporting disabled people into meaningful work, not a cost-cutting exercise.”
The Access to Work scheme, administered by the DWP, offers financial support to help disabled people enter or stay in work. The grant can fund specialist equipment, transport, job coaches and interpreters—crucial adjustments that often exceed legal obligations placed on employers.
Recent reports suggest, however, that the scheme is already being quietly curtailed. Disability rights campaigner and comedian Jess Thom recently revealed that her Access to Work payments had been slashed by 61%, rendering her unable to continue her work.
Tom Ryalls, one of the letter’s organisers, said Thom’s experience and the current consultation process had prompted widespread concern. “There’s the consultation, but this is also about unspoken cuts that are already happening,” he told The Guardian.
Figures show that disabled people are underrepresented in the creative industries, where just under 15% of the workforce identify as disabled—compared with around 23% of the general working population. In organisations funded by Arts Council England, the figure is even lower, at just 9%.
The open letter calls on the government to halt any reforms until the Office for Budget Responsibility publishes its assessment, and urges ministers to protect and improve the Access to Work programme. It also demands assurances that no changes will undermine disabled people’s participation in cultural life, and calls for direct consultation with affected workers, especially disabled artists and cultural employees.
A government spokesperson responded: “We are determined to create a welfare system that helps people into work and out of poverty. Our welfare reforms include a £1bn-a-year package to support disabled people who can work into work, so they have fulfilling careers in the arts and other sectors.”
But campaigners argue that the rhetoric of opportunity must be matched by protections in practice. “The arts sector has led the way in creating more inclusive workplaces,” said one signatory. “These proposals risk reversing hard-won gains and excluding the very voices we need to hear.”
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Labour’s Access to Work reform plans ‘risk excluding disabled people from the workforce’, say arts leaders

Chancellor Rachel Reeves has confirmed that more pensioners will be eligible for the Winter Fuel Payment this year, signalling a U-turn on one of Labour’s earliest and most contentious policies.
The payment – worth up to £300 – had previously been limited to those receiving pension credit, cutting support to around 10 million pensioners in 2024. The restriction was widely blamed for Labour’s poor local election results.
While Reeves assured voters that “the means test will increase and more people will get winter fuel payment this winter,” she stopped short of confirming exactly who will now qualify. The lack of detail has led to growing pressure from charities, MPs and opposition parties to clarify eligibility and delivery timelines, especially with payments usually landing in November or December.
Prime Minister Sir Keir Starmer acknowledged that the government was “looking again” at the rules, but offered no firm answers during Prime Minister’s Questions on Wednesday. “We will set out how we pay for it,” he said, when challenged by Conservative Party leader Kemi Badenoch on whether all 10 million pensioners previously excluded would regain access to the payment.
Downing Street has since promised to provide clarity “as soon as we can”, amid warnings from Age UK that a delay could leave vulnerable pensioners unprotected during the coldest months.
The initial decision to restrict the previously universal payment to pension credit claimants only was one of the first made by Reeves after Labour’s landslide victory. Critics, including Liberal Democrat treasury spokesperson Daisy Cooper, described the handling of the issue as a “debacle” that had “caused needless misery for millions of pensioners”.
Torsten Bell, the pensions minister, confirmed that a full return to the universal model was not on the table. “It’s not a good idea that we have a system paying hundreds of pounds to millionaires,” he said, indicating that targeted support would remain the preferred approach.
The Chancellor has suggested the government is now in a stronger financial position, making the expansion possible. “We have stabilised the economy,” Reeves said in a speech in Manchester on Wednesday, as she also unveiled £15bn of transport investment for the Midlands and North.
However, speculation continues over how the new eligibility criteria will be implemented. Potential models include allowing pensioners within a certain income band to apply or clawing back the payment via the tax system for higher earners. No firm decision has yet been disclosed.
In contrast, Scotland has already proposed a different model. Under a new devolved scheme set to launch in 2025, those on qualifying benefits such as pension credit will continue receiving the full amount, while others will receive a reduced £100 payment per household.
The announcement comes in the run-up to what insiders describe as an “ugly” spending review, due on 11 June. With Reeves ruling out further tax rises or borrowing for day-to-day spending, departmental budgets are expected to be tight. “Not every department will get everything that they want,” she admitted, raising the prospect of cuts elsewhere.
As pressure mounts to reverse other unpopular welfare decisions – including the two-child benefit cap – Sir Keir avoided addressing the issue directly during PMQs. Introduced in 2015 by former chancellor George Osborne, the cap remains a source of controversy among Labour MPs and campaigners.
With just months until winter begins, the government’s challenge now is to set out clear criteria and mechanisms for the expanded fuel payment – and to ensure the funds reach those who need them most, without further delay.
Read more:
Winter fuel payment U-turn in place this year, but key details remain unclear

An increasing number of American taxpayers are eyeing the UK as their new home, according to Blick Rothenberg, a leading UK-based audit, tax, and business advisory firm.
The trend is being fuelled by a mix of political uncertainty in the United States and the relative attractiveness of the UK as a destination for high-net-worth individuals and professionals.
Robert Salter, a director at Blick Rothenberg, said the firm had seen a “clear uptick” in inquiries from US citizens and green card holders looking to relocate to Britain. “For some, the decision is personal,” he said, “with a number of clients citing unease over President Donald Trump’s policy trajectory. Others are moving for business reasons or to be closer to European markets.”
Traditionally, the UK has been a favoured location for Americans seeking international relocation. Estimates suggest that more than 300,000 US citizens live in the UK at any one time, with many choosing London as their base thanks to its strong international business ties, cultural familiarity, and established communities of expatriates.
Salter noted that while the closure of the UK’s long-standing non-domiciled tax regime in April 2025 might have been expected to dent the country’s appeal, the newly introduced Foreign Income and Gains (FIG) regime has offset that risk. “Despite initial fears, we’re seeing that the UK is actually becoming more attractive to certain US taxpayers,” he said.
Under the FIG rules, individuals who have not been UK tax residents for at least 10 years can benefit from a four-year grace period in which they are not taxed on non-UK investment income and capital gains. “This includes not only Americans,” Salter explained, “but also UK nationals returning after long periods abroad, such as those with US green cards.”
The renewed interest in the UK is being seen as an opportunity for the broader British economy. “If the UK can position itself as a stable, business-friendly environment for globally mobile individuals and wealth,” Salter said, “it reinforces its status as a leading hub for international finance and entrepreneurship. This aligns with the government’s ambition of keeping the UK ‘open for business’.”
He added that this influx of globally connected individuals could contribute positively to the UK’s economy—not just through direct investment, but also by strengthening the country’s international business networks, tax revenues, and demand for high-skilled professional services.
With relocations already underway, and more expected throughout 2025, the UK’s evolving tax regime and international positioning could mark a turning point in its efforts to attract affluent global talent—especially as the political and regulatory environment in the US becomes more unpredictable.
As Salter puts it: “The message we’re hearing from our clients is simple—right now, the UK feels like a good place to be.”
Read more:
More American taxpayers are planning to relocate to the UK as Trump exodus grows

TikTok has formed a new SME Council to give Britain’s small businesses a bigger say in the evolving digital economy, bringing together entrepreneurs, founders, and content creators who have used the platform to fuel growth.
The inaugural gathering of the council, held at Stoke-on-Trent town hall, saw 20 small and medium-sized business owners from across the UK convene to share experiences and shape a manifesto for government, due to be published this autumn.
TikTok says the initiative is designed to help shape the future of small business by giving entrepreneurs a forum to exchange insights, influence policy, and better understand how to harness digital tools to reach new audiences. With more than 1.5 million UK SMEs now active on TikTok, the platform has emerged as an unlikely but powerful force in Britain’s business ecosystem.
The council includes a diverse mix of industries — “a butcher, a baker, and a candlestick maker,” according to Ali Law, director of public policy and government affairs for TikTok UK and Ireland. That includes Rachel Spence, founder of Bear Burners in South Shields, who joined the council to campaign for clearer, more practical government guidance for first-time founders. “Small businesses make up an incredible amount of the UK’s economy,” she said. “But a lot of the time you have to figure it all out on your own.”
For others, the TikTok-hosted event stood in contrast to more traditional business organisations. Louise Rogerson, chief clinical officer of Manchester-based sleep-tech firm Levitex, said: “It felt modern and welcoming. Sometimes Chambers of Commerce can feel a bit intimidating for early-stage founders who don’t fit the usual mould.”
Dominique Bogle Khan, who runs Hair Anatomy, a Birmingham-based synthetic wigs brand, echoed the value of solidarity the group offered. “Being an entrepreneur is a very lonely place sometimes. It was comforting to realise others had gone through the same things.”
The formation of the SME Council comes amid rising interest in “social commerce” — shopping directly via social media. According to Retail Economics, more than 25 per cent of UK shoppers made a purchase through a social platform in 2024, with TikTok Shop and Instagram Shopping leading the charge.
TikTok hopes the SME Council will act both as a policy sounding board and a support network, amplifying the digital voices of small business owners often overlooked in formal trade groups. The company plans to use the group’s feedback to help shape its own platform development and provide government with a clearer picture of the challenges and opportunities facing UK entrepreneurs in the social-first economy.
While TikTok may not be the most conventional voice in British business policymaking, its impact on the modern retail and small business landscape is increasingly hard to ignore. As more firms turn to video-first platforms for growth, its SME Council could offer a new kind of influence — less boardroom, more back bedroom — but no less effective.
Read more:
TikTok launches SME council to elevate small business voices and boost digital growth

UK steelmakers have narrowly avoided being hit with a damaging 50% import tariff by the United States – for now – after President Trump signed an Executive Order confirming that the UK will remain under the existing 25% tariff while a new bilateral steel agreement is finalised.
The temporary reprieve comes despite earlier warnings that British steel exports would face the sharp hike from Tuesday, following the White House’s move to double tariffs on imports from countries not covered by trade exemptions. The UK, which currently falls under the original 25% tariff imposed in March, has been granted a stay of execution – but only until 9 July, by which time the Economic Prosperity Deal (EPD) between the UK and US must be concluded.
In a statement, UK Steel said the decision provides a “time-bound vote of confidence” in British steelmakers – but warned the lack of clarity surrounding final tariff rates and deal timing risks destabilising transatlantic trade, with nervous US buyers potentially looking elsewhere for supply.
Gareth Stace, Director-General of UK Steel, welcomed the breathing room: “The President’s decision not to impose a 50% tariff on UK steelmakers, but to keep the rate at 25% while the UK-US deal is completed, is a welcome pause. The Business Secretary, Jonathan Reynolds, recognises that steel trade stability and security between our two nations is of utmost importance and has acted swiftly.”
He added that the maintained 25% rate would spare British producers from immediate disruption on shipments already in transit, but stressed that hesitation from US customers now looms large. “Uncertainty remains over timings and final tariff rates, and now US customers will be dubious over whether they should even risk making UK orders.”
The US is the UK’s second-largest export market for steel, valued at around £400 million annually and accounting for 9% of total UK steel exports by value. Trade relations were expected to improve after the May announcement of the UK-US Economic Prosperity Deal, which promised to scrap existing tariffs and replace them with a quota-based system allowing tariff-free trade within set limits. But that deal is yet to be finalised and enshrined in law, leaving exporters in limbo.
The situation underscores the delicate balancing act facing the UK Government, which must both preserve its trading relationship with Washington and protect a struggling domestic steel industry facing stiff global competition, low demand, and mounting import pressure.
Stace called for renewed urgency on both fronts: “The US and UK must urgently turn the May deal into reality to remove the tariffs completely. At an already crushing time for our steel industry, with global oversupply and weak demand, we must continue to work together to support sales levels in our second most important export market.”
He also renewed calls for stronger domestic trade defence measures, pointing to a surge in steel imports from outside the EU. “There is plain evidence of trade diversion switching gears into the UK after the EU stepped up its trade defences, and now we must do the same. Imports are flooding into the UK market, depressing steel prices and taking away market share. We must not lose sight of our domestic market while battling to stabilise exports to the US.”
The UK Government has not yet confirmed a timeline for the final signing of the steel trade agreement, but with just weeks until the 9 July deadline, the pressure is mounting to provide the sector with long-term certainty. Without it, industry leaders warn that job losses and production cuts could follow – and that the fragile recovery of UK manufacturing could be at risk.
Read more:
UK steelmakers avoid immediate 50% US tariff, but face growing uncertainty as deal hangs in the balance

The beloved acoustic and folk music chain aims to raise £190,000 to secure its future and invest in growth, with support from none other than Sir Paul McCartney.
Hobgoblin Music, the UK’s best-known family-run music store chain, has launched its first-ever crowdfunding campaign in a bid to keep its high street presence alive and thriving.
The campaign, now open for early access via Crowdcube, seeks to raise £190,000 in exchange for a 9.5% equity stakein the business. Funds raised will be used to stock fast-selling, high-margin products, which the company says will lead to a sustainable uplift in profit margins and help preserve in-person music retail across the UK.
Now in its 50th year of trading, Hobgoblin Music has built a loyal customer base with its focus on acoustic and folk instruments, hands-on service, and an enduring commitment to local music communities. In a sector that has seen a steep decline in brick-and-mortar music stores, Hobgoblin continues to operate nine shops in cities including London, Leeds, Bristol, Brighton, Birmingham, and Edinburgh, supported by a central warehouse and a national mail-order business.
The company is co-run by Nicola Rain, Executive Director and daughter of founders Pete and Mannie McClelland. She said: “I’ve been immersed in this business for as long as I can remember and I’m so proud of what my parents have built. The experience of visiting a music shop and benefitting from the expertise of other musicians can’t be replaced by online shopping. We’re determined to keep music shops alive, and firmly believe the country would be poorer without them.”
Hobgoblin Music has received a ringing endorsement from none other than Sir Paul McCartney, who praised the team at its London store: “I have many favourite music shops that I like to go into but possibly my most favourite is Hobgoblin Music London. The staff there are so helpful and friendly, and we always have a laugh. There are lots of guitars so, for people like me who like guitars, it is like walking through heaven.”
Founded in 1976, the business began as a market stall after Pete and Mannie McClelland spotted a gap in the market for hard-to-find and unusual instruments. From a barn-based shop to a nationwide chain, Hobgoblin has grown into a central hub for musicians across the UK, employing over 50 staff — all of whom are active musicians — and supporting grassroots music through sponsorships, live events and folk festivals.
Despite strong online growth, Hobgoblin remains committed to its physical stores, which provide the tactile, immersive experience essential for trying out new instruments, from Irish bouzoukis to sitars, hammered dulcimers to mandolins.
Nicola Rain added: “Trying out new instruments in a shop is such a key part of the musical journey. You can’t replicate that connection — or the expertise of a passionate staff member — through a screen. That’s why we’re asking the public to help us keep Hobgoblin on the high street.”
To take part in the fundraise, supporters must register on Crowdcube. Entries close on 16th June 2025.
For more information, visit hobgoblinmusic.co.uk or the Hobgoblin Music Crowdcube campaign page.
Read more:
Hobgoblin Music launches first crowdfunding campaign to keep music shops alive on the high street

Coventry-based defence manufacturer NP Aerospace has secured a multi-million-pound funding package from NatWest, designed to support the company’s international growth and boost its exporting capacity.
The finance deal includes a UK Export Finance-backed Trade Finance Facility, as well as capital investment support from Lombard, and is expected to create new jobs as the company scales operations. NatWest and Lombard have worked closely with NP Aerospace since 2021, providing a suite of financial solutions to support its growth ambitions.
The firm, which has operated from Coventry for almost a century, employs 380 staff globally, including 300 in the UK, and recently expanded through the acquisition of key assets from Jankel Armouring Limited. This strategic move has enabled NP Aerospace to diversify its offering to include tactical and civilian armoured vehicles, armour technologies, seating systems and through-life vehicle support services.
Robert Begbie, CEO of NatWest Commercial & Institutional, is due to visit NP Aerospace on Wednesday 4 June to see first-hand the business’s expansion plans and the impact of the funding on the local West Midlands economy.
Will Davis, Chief Financial Officer at NP Aerospace, said: “As we continue to grow the business to meet the needs of our clients, it has been crucial to have a finance partner like NatWest who understands our unique needs. The team has been proactive, responsive and highly knowledgeable about the defence sector. Their support has been timely and efficient as we continue to pursue international opportunities.”
Will Jones, Relationship Director at NatWest, added: “NP Aerospace is building a sustainable and strategically important business that supports both the UK defence industry and local employment. As the UK’s biggest bank for business, we are proud to support them and wish the team every success in their long-term growth plans.”
A cornerstone of the UK’s defence manufacturing landscape, NP Aerospace provides armour manufacturing, vehicle integration and maintenance services to the UK Ministry of Defence and international defence partners. The company supports a fleet of more than 18,000 military vehicles deployed globally and is recognised as a key employer in the West Midlands defence sector.
The new funding will further enable the business to explore export markets and consolidate its position as a trusted global leader in advanced armour systems and mission-critical vehicle support.
Read more:
NP Aerospace secures multi-million-pound funding from NatWest to power global expansion

UK-based cybersecurity firm ThreatSpike has raised $14 million in Series A funding to expand its mission of simplifying enterprise security through a unified, end-to-end platform.
The round was led by growth equity firm Expedition Growth Capital, with key additions to ThreatSpike’s board including Will Sheldon, Partner at Expedition, and Emily Orton, co-founder of Darktrace.
Founded in 2011 by computer scientists Adam and Kate Blake, ThreatSpike was built in response to the complexity and cost of traditional cybersecurity tools. The duo, drawing on their experience in some of the world’s most sophisticated financial institutions, bootstrapped the company to profitability without outside capital—until now.
ThreatSpike aims to replace fragmented, multi-tool security strategies with a single platform that combines advanced technology and expert human support. Its flagship offerings, ThreatSpike Blue (24/7 managed detection and response) and ThreatSpike Red (unlimited penetration testing), are used by more than 200 customers across 90 countries in sectors including hospitality, industrials, investment management and professional services.
“Cybersecurity has become far too complicated and costly for most organisations,” said CEO Adam Blake. “We take a fundamentally different approach—transparent pricing, no aggressive upselling, and a focus on delivering real-world protection. With this investment from Expedition, we’ve found a partner that shares our values and can help us scale our platform globally.”
Investor Will Sheldon said ThreatSpike’s strong organic growth and customer retention set it apart. “This is the highest level of customer referral-driven growth and satisfaction we’ve seen in the cybersecurity sector. We’re thrilled to partner with Adam and Kate as they continue building an innovative and outcomes-focused platform.”
The company plans to use the funding to expand its engineering, security operations, and go-to-market teams while accelerating development of its core product roadmap. This includes further investment in automation, behavioural analytics and real-time threat detection across cloud and hybrid environments.
Darktrace co-founder Emily Orton, who joins the board as a non-executive director, called the founders “impressive entrepreneurs” and said she looks forward to helping them scale the business during its next phase of growth.
Longtime customer Inchcape Shipping Services praised the firm’s reliability and innovation. “ThreatSpike has consistently delivered on their promises and gone above and beyond to tailor their services to our evolving needs,” said Lee Scott, Head of Cyber Security. “We trust them completely with our cyber defence.”
As demand grows for simplified, outcomes-based cybersecurity in an increasingly fragmented market, ThreatSpike is positioning itself as the antidote to complexity—offering a fully managed, single-platform solution for enterprise-grade protection.
Read more:
ThreatSpike raises $14M to simplify cybersecurity with unified platform

In a digital-first world where automation rules and inboxes are jammed with pitches, one company has quietly taken the opposite route — and succeeded.
OLN Inc, founded by Elijah Medge in 2007, runs on something older than the internet: face-to-face interaction. With its roots in Nashville and its reach now across 30 U.S. cities, OLN Inc specializes in direct sales for some of the world’s biggest brands. Think Amazon, Verizon, Staples, and T-Mobile. But what makes this company unique isn’t just its client list — it’s how they reach people.
“We go where the ads can’t,” says Medge. “There’s something powerful about showing up in person — not selling to a screen, but to a human being.”
The Unseen Advantage
OLN Inc, which stands for Outsourced Licensee Network, helps large corporations connect with hard-to-reach small business customers. Instead of bombarding people with ads or cold calls, OLN Inc reps knock on doors, start real conversations, and build trust face-to-face.
It’s not always glamorous. It requires resilience and grit. But it works.
“Mass emails get deleted. Flyers get tossed. We show up, we listen, we connect,” Medge explains. “That’s what makes the difference.”
Their focus is on practical, everyday services — telecom, business utilities, office supplies. Services small businesses need, but rarely have time to shop for. OLN Inc offers a bridge between those businesses and the Fortune 500 giants that serve them.
Starting with Nothing but an Idea
Elijah Medge started OLN Inc with little more than a drive to prove himself. As a young immigrant to the U.S., he wasn’t handed an opportunity — he built it.
“I didn’t have a clear blueprint,” he recalls. “But I had a belief that people are the best investment.”
At first, Medge did everything — recruiting, training, selling. He didn’t wait for perfect conditions. He moved fast, made mistakes, and learned on the go. Over time, his approach shaped a company culture built on initiative and constant movement.
“Standing still just isn’t part of our rhythm,” he says.
Training Ground for Leaders
Unlike many companies where advancement depends on seniority or politics, OLN Inc uses a different formula: you rise if you perform.
Employees begin with the basics — learning how to sell, communicate, and work under pressure. But the real goal is leadership. OLN Inc develops its top performers to lead their own operations, often providing the resources to help them launch their first brand. “We’re not here to hand out titles,” Medge says. “We’re here to give people the chance to earn real responsibility — and to own something.”
Ownership isn’t just a buzzword at OLN Inc. It’s built into the business model. Those who prove themselves are given the tools, support, and even capital to launch their own office. The network grows this way — branch by branch, leader by leader.
Surviving a Shutdown
In 2020, the pandemic hit OLN Inc’s model hard. The company’s core — outside sales — was no longer possible.
“We’d never done remote work. It was a foreign concept,” Medge says. “But we couldn’t just wait it out.”
The company pivoted quickly, partnering with Amazon to launch an inside sales program — a new track for the business. In an uncertain moment, OLN Inc avoided layoffs and created a new lane for growth.
“We proved to ourselves that flexibility wasn’t just helpful — it was necessary,” he says.
That experience changed the company’s mindset. What had once been a boots-on-the-ground-only culture now embraced hybrid strategies.
Playing the Long Game
Every year, Medge sets a long-term revenue goal — what he calls a “big, hairy, audacious goal.” But the real work, he says, is in deciding who to bet on.
“I spend more time thinking about people than numbers,” he shares. “Each quarter, I ask: Who’s ready for the next level? Who’s been showing signs of leadership?”
He believes in guiding from behind — letting his team lead while he supports them with insight, structure, and belief.
That people-first philosophy goes deeper than most companies. OLN Inc isn’t just a stepping stone. For many, it’s a launchpad.
“Some of our leaders never thought they’d run anything,” Medge says. “Now they’re mentoring others, opening offices, building teams of their own.”
Not Flashy, Just Focused
There’s no corporate buzz, no viral campaigns. OLN Inc doesn’t chase hype. It keeps its head down and its standards high.
The culture is deeply competitive, but also patient. Success takes time. Development is intentional.
“You don’t become great by rushing,” Medge notes. “You become great by getting better every day — by being in the game, learning as you go.”
That’s the heartbeat of OLN Inc. A company that values experience over noise. A company that sees people not as resources, but as potential.
Lessons from the Field
Looking back, Medge doesn’t point to one defining moment of success. For him, it’s the quiet wins — the reps who gain confidence, the managers who find their voice, the teams that learn to trust each other.
“Progress isn’t loud,” he says. “It’s steady. You might not see it right away, but it compounds.”
He tells his team to keep asking questions. To stay curious. To outgrow yesterday’s version of themselves.
“Knowledge doesn’t age,” he says. “You either build on it or you ignore it. We choose to build.”
The Road Ahead
As OLN Inc grows into new markets and tests new models, its mission stays the same: connect humans to humans, and do it well.
It’s not reinventing technology or riding trends. It’s sticking to a timeless idea — that real connection still matters.
In a world that often celebrates speed and scale, OLN Inc reminds us that growth doesn’t have to be noisy. It can be grounded, steady, and deeply human.
And sometimes, showing up in person is still the most powerful strategy of all.
Read more:
How OLN Inc Built a Sales Army One Door at a Time