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Jason Goldberg Winnipeg has built a career around clarity. In a field known for complexity, he has focused on making big ideas work in the real world. Not with noise or headlines, but with structure, discipline, and long-term thinking.
Based in Winnipeg, Jason is a partner at MLT Aikins, the largest law firm in Manitoba and Western Canada. His work sits at the intersection of tax law, business strategy, and transition planning. Over time, he has helped shape transactions and structures that allow businesses and families to move forward with confidence.
“I’ve always believed that good ideas only matter if they can be implemented,” Jason says. “Execution is where value is created.”
Early Influences and a Winnipeg Foundation
Jason Goldberg Winnipeg grew up in Winnipeg, a city that values loyalty and community. Sports and culture were a constant presence. From the historic Winnipeg Arena to today’s Canada Life Centre, he learned early that showing up matters.
“Winnipeg teaches you to stay committed,” he says. “You don’t chase trends. You build something solid.”
That mindset shaped his early ambitions. In 1989, Jason received a YTV Achievement Award for Entrepreneurship. It was an early signal of his interest in how ideas become sustainable ventures.
He went on to earn a BA from the University of Manitoba in 1993, followed by a law degree from the University of Western Ontario in 1997. He was called to the Manitoba Bar in 1998.
Finding His Path in Tax and Business Law
Early in his legal career, Jason gravitated toward tax law. It was not about numbers alone. It was about how decisions ripple across time.
“Tax law forces you to think ahead,” he says. “You can’t just look at today. You have to understand what happens five or ten years down the road.”
To deepen his expertise, Jason completed the CICA In-Depth Tax Course in 2006, along with advanced training in corporate reorganisations and tax law. These programmes are known for their rigour and practical focus.
“You learn very quickly that precision matters,” he says. “Small details can shape very large outcomes.”
Bringing Big Ideas to Life in Practice
Jason’s work focuses on corporate tax planning, acquisitions and divestitures, reorganisations, and estate and succession planning. Much of it involves closely held and family-owned businesses facing moments of change.
These moments often come with pressure. Emotions run high. Timelines are tight.
“My role is to bring creativity and stamina to a complex problem,” Jason explains. “A concept needs space to be tested before they are put into motion.”
He is known for helping clients translate complex strategies into workable steps. Not by oversimplifying, but by asking the right questions early.
“Good planning is about alignment,” he says. “When structure and intent match, things tend to hold.”
Leadership Through Clarity and Collaboration
As a partner at MLT Aikins, Jason works closely with lawyers, accountants, and advisors across disciplines. Transactions rarely succeed in isolation.
“Everyone brings a piece of the puzzle,” he says. “Leadership is making sure those pieces fit together.”
Jason is also active in professional education. He has written papers for Continuing Legal Education and the Canadian Tax Foundation and presented for organisations such as the Business Development Bank of Canada.
Teaching, he believes, keeps his thinking sharp.
“If you can explain a complex idea in plain language, you can understand it,” he says.
Life Beyond the Office
Outside of work, Jason remains deeply connected to sports and the arts as a supporter. He is a lifelong fan of the NHL and NBA. At home, he supports the Winnipeg Jets. From afar, he follows the New York Rangers. The Phoenix Suns and Vancouver Canucks are also favourites.
“Sports are a shared experience,” he says. “They bring people together in a way few things can.”
That same belief draws him to the arts. Jason regularly attends the Vancouver International Film Festival and the Toronto International Film Festival. He enjoys discovering new voices and perspectives.
He also supports institutions such as the Vancouver Symphony Orchestra, Phoenix Symphony Orchestra, Vancouver Art Gallery, Phoenix Art Museum, the Scottsdale Museum of Contemporary Art and the Agassiz Chamber Music Festival.
“Art challenges how you see the world,” he says. “That’s valuable in any profession.”
Investing in Education and the Future
Jason is an advocate for education and youth development. He actively supports Balmoral Hall School and programmes that encourage leadership, curiosity, and character.
“Education is one of the few investments that always pays forward,” he says.
That belief mirrors his professional philosophy. Focus on fundamentals. Build with care. Let results compound over time.
A Career Defined by Thoughtful Execution
Jason Goldberg’s career is not defined by bold claims. It is defined by follow-through and working the details. By taking complex ideas and turning them into structures that last.
“Success is usually quiet,” he says. “If things are working, you’re probably doing something right.”
From his roots in Winnipeg to his leadership role today, Jason continues to show that innovative concepts and implementation adds value for clients.
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Jason Goldberg Winnipeg: Turning Complex Ideas Into Lasting Impact

Chinese state-owned carmaker Chery is pressing ahead with its rapid UK expansion by launching a fourth brand in the British market, underlining its ambition to become a long-term player in one of Europe’s most competitive automotive landscapes.
The group confirmed it will introduce vehicles under the Lepas brand, a new line focused on battery-electric and hybrid SUVs aimed at younger families. While Lepas is being developed primarily with Europe in mind, the UK will be one of its early launch markets.
The move adds to Chery’s already fast-growing UK portfolio. Since entering Britain, the company has rolled out Omoda in 2024, Jaecoo in early 2025 and its core Chery-branded models last summer. Combined, those brands delivered more than 53,600 UK sales in 2025, giving Chery a 2.7% share of the market and putting it ahead of rivals including BYD, Tesla, Mini, Honda and Mazda.
Lepas vehicles will initially be manufactured in China and imported into the UK. Unlike the US and EU, Britain has not imposed additional tariffs on Chinese-built electric vehicles, making it an attractive entry point for manufacturers looking to scale quickly. However, the UK government is keen for overseas carmakers to move production onshore, and Chery has repeatedly indicated it is open to that possibility.
Jaguar Land Rover, the UK’s largest automotive employer, is understood to be in early-stage discussions about potentially using its factories to produce Chery vehicles, although no agreement has been finalised.
The announcement follows Chery’s recent confirmation that it will open a research and development headquarters for commercial vehicles in Liverpool, further strengthening its UK footprint beyond sales alone.
Chery has been China’s largest car exporter for more than two decades, but historically focused on lower-cost markets in the Middle East, Latin America and parts of Asia. The shift to electric vehicles, combined with heavy state backing and competitive pricing, has allowed Chinese manufacturers to make far deeper inroads into Europe.
In the UK, that momentum is already visible. In January alone, Chery sold nearly 6,100 vehicles, with hybrids accounting for the bulk of demand. Data from thinktank New Automotive shows that hybrid models, which pair smaller batteries with petrol engines, are proving particularly popular with British buyers.
The same data highlights the scale of competitive pressure facing established brands. Tesla’s UK sales fell to just 650 units in January, less than half its total a year earlier, as it continues to grapple with an ageing model range and reputational headwinds. BYD, which overtook Tesla globally in battery-electric sales last year, sold more than twice as many electric vehicles in the UK during the same period.
Chery has yet to commit formally to UK manufacturing, but senior executives have described localisation as a key strategic goal. Victor Zhang, the company’s UK director, said last year that Chery was “actively considering” building a British plant as part of an “in UK, for UK” strategy.
The Lepas brand appears positioned as a mass-market, lifestyle-led offering, with branding that leans into themes of fun and family appeal. That contrasts with Jaecoo, which has drawn attention for its design similarities to premium SUVs at significantly lower price points.
With four brands now lined up for the UK, Chery’s expansion shows no sign of slowing — and signals a broader shift in the balance of power within Britain’s car market.
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Chinese carmaker Chery to launch fourth brand in the UK

Pinterest has dismissed two engineers after they created and shared a software tool that identified colleagues who had been made redundant during a recent round of job cuts, according to reports.
The digital pinboard company announced earlier this month that it would cut about 15 per cent of its workforce, roughly 700 roles, as chief executive Bill Ready said the business was “doubling down on an AI-forward approach”. Pinterest did not disclose which teams would be affected by the reductions.
Following the announcement, two engineers wrote custom scripts that accessed internal systems to flag when employee accounts were deactivated, effectively revealing the names and locations of staff who had lost their jobs. The information was then shared more widely, prompting the company to take disciplinary action.
A Pinterest spokesperson said the engineers had “improperly accessed confidential company information” and described the actions as a clear breach of company policy and a violation of affected employees’ privacy. It remains unclear whether the data was shared solely with colleagues inside the business or beyond the company.
The scripts targeted internal communication and access tools, according to the BBC, citing a source familiar with the incident. The code reportedly triggered alerts when employee names were removed from internal systems.
Pinterest has been ramping up investment in artificial intelligence to improve personalisation for users and automate tools for advertisers. However, investor confidence has been shaken, with shares down more than 20 per cent this year as markets weigh the competitive threat posed by newer and more advanced AI platforms.
Ready told staff in an internal meeting that while debate and dissent were healthy, employees who fundamentally disagreed with the company’s direction should consider their future elsewhere, according to CNBC, which first reported the firings.
The incident comes amid a broader wave of job losses across the tech sector as companies restructure around AI. Last week, Amazon announced a further 16,000 redundancies worldwide, while Meta said it would cut more than 1,000 roles from its Reality Labs division. Design software maker Autodesk has also confirmed plans to shed around 1,000 jobs this month.
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Pinterest sacks engineers after internal tool exposed laid-off staff during AI-driven cuts

Peter Jones has added the American Golf chain to his growing business empire, snapping up the UK’s largest golf retailer in a deal that marks a new chapter for the loss-making brand.
The Dragons’ Den investor, a keen golfer who is said to play off a handicap of eight, has agreed to acquire American Golf from private equity group Endless, which has owned the business since 2018. Financial terms of the deal have not been disclosed.
Founded in 1978, American Golf operates more than 80 stores across the UK and employs over 1,000 staff. The retailer sells clubs, equipment, clothing and footwear from leading brands including TaylorMade, Callaway, Titleist and Nike, and generates annual revenues of around £135 million.
Despite its scale, the business has struggled to return to profitability, posting losses of £5 million last year following a £5.5 million loss the previous year. Jones is understood to see significant potential in strengthening the chain’s digital and online offering as part of a wider turnaround strategy.
Jones, whose portfolio also includes the Jessops camera chain, said the acquisition had personal as well as commercial appeal. “Golf has always been a personal passion of mine, so acquiring American Golf feels especially meaningful,” he said. “It’s a brand that truly understands golfers, from beginners to seasoned players, and has played an important role in the UK golf community for decades.”
American Golf’s chief executive, Nigel Oddy, said the deal would support the company’s long-term growth ambitions. “Joining forces with Peter Jones marks an exciting new chapter for American Golf,” he said. “It will enable us to continue to accelerate our growth strategy and further our ambition of becoming the ultimate one-stop destination for everything a golfer requires.”
Oddy also thanked Endless for its backing over the past eight years, during which time the private equity firm invested in modernising stores and supporting the brand through a challenging retail environment.
David Isaacs, managing director at Endless, said: “We are incredibly proud of American Golf’s evolution during our ownership and to see it go from strength to strength with a clear trajectory for future growth under Peter’s stewardship.”
The deal underscores Jones’s continued appetite for well-known but underperforming consumer brands, particularly those with strong communities and opportunities to scale online.
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Peter Jones buys American Golf as Dragons’ Den star expands retail empire

Post Office Limited is set to receive more than £104 million in taxpayer support after being hit with a substantial bill for historic non-compliance with off-payroll working rules, commonly known as IR35.
A newly published government document confirms that the Department for Business and Trade will provide up to £104,441,881 to cover the Post Office’s outstanding tax liability to HM Revenue & Customs. The funding will be paid directly to HMRC after officials concluded that the Post Office is “not in a position to fund it” itself.
The disclosure, published on 29 January 2026, appears in a notice from the Subsidy Advice Unit, which has accepted a request to advise on the legality and proportionality of the proposed subsidy. The document confirms that the support relates to the Post Office’s historic handling of contractors under the off-payroll working regime, alongside other legacy issues including those linked to the Horizon IT system.
The scale of the liability has grown significantly over time. In its 2023/24 annual report, the Post Office made a £72 million provision following an HMRC review into how it had classified contractors and freelancers. That provision increased to £101 million in its 2024/25 accounts, with the organisation stating it expected the matter to be settled during the 2025/26 financial year.
The Post Office is not alone in facing large IR35-related tax bills. In recent years, several major public sector bodies, including Defra, the Ministry of Justice, the Home Office and the Department for Work and Pensions, have disclosed liabilities linked to off-payroll non-compliance, with combined totals running well beyond £200 million.
Seb Maley, chief executive of IR35 specialist Qdos, described the Post Office bill as extraordinary. He said the figures were more commonly associated with football transfers than tax compliance failures and suggested it could be the largest IR35 liability ever issued to a single organisation.
Maley questioned how such widespread misclassification could occur across public bodies, pointing to what he described as a systemic failure in assessing employment status. He said the case raised serious doubts about whether proper IR35 assessments had been carried out and warned against over-reliance on HMRC’s Check Employment Status for Tax (CEST) tool.
While government-owned organisations can ultimately rely on Treasury support when liabilities emerge, Maley warned that private sector firms do not have the same safety net. He said the Post Office case should act as a stark reminder to businesses of the financial risks associated with getting IR35 wrong.
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Post Office to receive £104m taxpayer bailout to cover historic IR35 breach

Timur Yusufov is a business leader whose career sits at the crossroads of real estate, healthcare, and long-term community design. Born in the former Soviet Union, he moved to the United States in 1992. That early experience shaped how he thinks about stability, systems, and opportunity.
He studied Economics and Finance at the University of Maryland, Baltimore County. Rather than follow a traditional finance path, he entered real estate with a clear focus. He chose to work in overlooked neighbourhoods. Through his company, Unique Homes, LLC, he restored distressed properties in Baltimore. Many of these homes were structurally damaged and long abandoned.
“I wanted to work where the need was real, not where the returns looked easy,” he says.
As his real estate work progressed, Yusufov noticed how housing conditions affected health. Poor layouts, unsafe stairs, and limited access created daily challenges for families and older adults. That insight led him into healthcare.
He now serves as Chief Operating Officer of the adult medical day care division at Vital Care Pharmacy. There, he applies real estate thinking to care environments, focusing on accessibility, comfort, and flow.
Sustainability plays a key role in his work. Yusufov uses energy‑efficient systems and durable materials to support long‑term living, not short‑term gains.
Known for his hands‑on leadership style, he remains close to every project. His work reflects a belief that success comes from building systems that support people over time. He continues to explore multi‑generational housing, home‑based care, and integrated community models.
A Conversation with Timur Yusufov on Building Systems That Last
Q: Timur, let’s start at the beginning. How did your career take shape?
I didn’t follow a straight line. I studied Economics and Finance, which taught me how systems work. But I wasn’t interested in abstract models. I wanted to see the results on the ground. Real estate gave me that chance very early.
Q: You chose distressed properties instead of safer projects. Why?
That was intentional. In Baltimore, there were homes that had been empty for years. Some had roofs missing. Some had trees growing inside. Most people saw risk. I saw structure and possibility.
One of my first projects had severe water damage. Everyone said tear it down. We kept the foundation, reinforced it, and rebuilt the home for a family that stayed long‑term. That changed how I thought about value.
Q: When did healthcare enter the picture?
Through the housing work. I noticed patterns. Families were dealing with mobility issues. Older residents struggled with stairs and tight spaces. Poor design was creating health problems before anyone reached a clinic.
That led me to healthcare operations. I joined Vital Care Pharmacy and eventually became COO of the adult medical day care division.
Q: How did your real estate experience help in healthcare?
Design matters. In one centre, we widened hallways and improved lighting. Staff moved more easily. Patients were calmer. Falls decreased. None of that required advanced equipment. It was layout and planning.
“If a space feels chaotic, care becomes harder,” I realised. “If it feels calm, everything works better.”
Q: You often talk about long‑term thinking. What does that mean in practice?
It means building for use, not for show. In housing, that meant insulation, efficient heating, and durable materials. One family saw their monthly energy costs drop from around $300 to under $100. That matters.
In healthcare, it means designing spaces that still work ten years later. Not trends. Not quick fixes.
Q: What challenges did you face blending real estate and healthcare?
Scepticism. People saw them as separate worlds. I had to prove that environment affects outcomes. Over time, results spoke louder than explanations.
Q: How would you describe your leadership style?
Hands‑on and structured. I visit sites. I talk to residents and staff. Reports are useful, but they don’t replace being present.
“You can’t manage from a distance and expect things to work.”
Q: What are you focused on now?
Multi‑generational housing and home‑based care. More families are living together. Housing hasn’t caught up. I’m working on flexible layouts that adapt as families change.
I’m also exploring how smart systems can support ageing at home safely, without turning homes into clinics.
Q: How do you define success today?
Success is when people stay. When homes are still working years later. When care environments reduce stress instead of adding to it. Quiet results matter more than attention.
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Timur Yusufov on Building Systems That Support People

Around one million people missed the deadline to file their self-assessment tax return, leaving them facing automatic penalties, according to HM Revenue and Customs.
HMRC said 27,456 taxpayers filed in the final hour before the midnight cut-off at the end of Saturday, after the tax authority kept helplines open and extended webchat services over the weekend in a bid to help late filers.
The busiest period for online submissions was between 5pm and 6pm on Saturday. In total, 475,722 people filed on the final day, bringing the overall number of submissions for the 2024–25 tax year to around 11.5 million.
Anyone who failed to file on time now faces an automatic £100 penalty, even if there is no tax to pay or the tax owed has already been settled.
Myrtle Lloyd, HMRC’s chief customer officer, said: “Thank you to the millions of people and agents who filed their self-assessment tax return and paid any tax owed by 31 January. Anyone who missed the deadline should file their return as soon as possible, as penalties and late payment interest may be charged.”
While most employees pay tax automatically through PAYE, self-assessment remains mandatory for people with additional income. This includes those earning more than £1,000 from self-employment, or from renting out property or land during the tax year.
Some individuals were no longer required to submit a return this year, including those whose only previous reason for filing was earning more than £150,000, or parents who now pay the high income child benefit charge through PAYE instead of self-assessment.
A similar number of taxpayers missed the deadline last year. HMRC’s penalty regime escalates the longer a return remains outstanding. In addition to the initial £100 fine, late filers can face daily penalties of £10 after three months, capped at £900, followed by further penalties after six and 12 months.
Separate penalties also apply for paying tax late, with 5% surcharges applied after 30 days, six months and 12 months, alongside interest on unpaid balances.
HMRC said it will consider reasonable excuses for missing the deadline and may cancel penalties where appropriate. However, tax experts warn against delaying action.
Charlene Young, senior pensions and savings expert at AJ Bell, said: “Even if you intend to appeal a penalty, it’s often sensible to pay it upfront to avoid interest being added if the appeal fails. If you owe tax and can’t pay in full, a payment plan may be available — but ignoring the problem will only make it worse.”
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One million miss HMRC tax return deadline as penalties begin

The Government has unveiled new guidance to help employers prepare for major changes to employment law, as ministers seek to fix what they describe as a “broken labour market” while supporting business growth.
The guidance follows the passing of the Employment Rights Act 2025, which will introduce a series of reforms from April aimed at establishing a fairer baseline of workplace protections. Ministers argue the changes reflect practices already adopted by many employers and will deliver long-term productivity and staff retention benefits.
As part of the rollout, the Government has launched a new online hub, providing free, practical support for the UK’s estimated 1.4 million employers. The site includes clear timelines, summaries of upcoming changes, actions businesses need to take, and links to further guidance.
From April, statutory sick pay will become payable from the first day of sickness absence, while new “day one” rights will be introduced for parental leave and paternity leave. Further reforms will be phased in gradually over a two-year period, a move the Government says is designed to give employers time to adapt and implement changes correctly.
Employment Rights Minister Kate Dearden said the reforms were central to the Government’s economic strategy.
“Creating a modern, fair and dynamic labour market is central to this Government’s plan for growth,” she said. “We want to make it easier for employers to find the people they need, while ensuring that work pays and feels secure.
“Through clear guidance, we are giving businesses the practical support they need to understand these changes and get things right first time. By improving fairness and security at work, we boost productivity, strengthen retention and support businesses to succeed.”
The Government said it has already held nearly 350 engagements with businesses as part of its Plan to Make Work Pay, with further consultation planned as implementation continues. Officials said this engagement is shaping both the reforms themselves and the guidance being provided to employers.
Additional support will also be available through Acas and sector bodies.
Acas chief executive Niall Mackenzie said: “We are proud to support the Government’s awareness campaign to help businesses understand and prepare for these employment law changes, which will affect all workplaces.
“Acas has advice, webinars and training available to help employers and workers prepare, and we will continue to update our guidance as the new laws are implemented. Being ready for change can help prevent disputes and support healthy working relationships.”
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Government issues new guidance to help businesses prepare for employment law changes

Greater adoption of agentic artificial intelligence could help rejuvenate Britain’s sluggish economy, according to business and technology leaders speaking at an AI summit held at the House of Lords.
The event, chaired by Steven George-Hilley, founder of Centropy PR, brought together senior figures from the technology, legal, financial services and cybersecurity sectors to examine how AI is reshaping economic growth, jobs and boardroom decision-making.
A central theme of the summit was the role of agentic AI systems, autonomous tools capable of acting on goals with minimal human intervention, in helping small and medium-sized enterprises access advanced capabilities that were previously out of reach. Speakers argued that AI-driven sales, customer management and decision-support systems could level the playing field for SMEs and unlock productivity gains across the economy.
Participants also warned of a looming “skills cliff edge” as AI adoption accelerates, particularly among smaller businesses that lack the resources to retrain staff at pace. Without targeted support, the UK risks widening the gap between large enterprises and the SME sector that underpins much of the economy, the summit heard.
Rupert Osborne, UK chief executive of Capital.com, said AI could play a crucial role in improving financial decision-making by making complex market data easier to understand.
“Used responsibly, AI can organise data, explain market movements and make uncertainty more visible, so decisions are informed by context and risk, not just price,” he said. “Many people default to traditional savings products because investing feels opaque or intimidating. AI can help form the building blocks of a more practical approach to financial literacy in the UK.”
Cybersecurity was also high on the agenda, with speakers stressing that AI-led transformation must be matched by robust safeguards.
Graeme Stewart, head of public sector at Check Point Software, said AI had the potential to transform public services such as healthcare and local government, but warned that security could not be an afterthought.
“We’ve already seen how ruthless hackers can be when it comes to targeting vulnerable organisations,” he said. “Cyber resilience must be built into AI strategies from the outset to ensure public trust and protect sensitive data as adoption accelerates.”
From a financial services perspective, Jan Tlaskal, chief data engineer at Galytix, argued that domain-specific, high-trust AI systems were becoming a strategic necessity.
“With geopolitical fragmentation, rising regulatory complexity and mounting compliance demands, agentic AI is not something to shy away from,” he said. “It is a strategic risk-management advantage that can improve data accuracy, enable faster investment decisions and support sustainable growth.”
The summit concluded that while AI will inevitably reshape jobs and workflows, agentic AI offers a significant opportunity to boost productivity and competitiveness, provided skills, security and responsible deployment are treated as core priorities rather than secondary concerns.
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House of Lords AI summit urges agentic AI to ‘rejuvenate’ UK economy