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The West End’s post-pandemic revival has delivered a multimillion-pound boost to one of Britain’s biggest theatre groups, with the return of Oliver! helping Sir Cameron Mackintosh’s company rebound to, and surpass, pre-Covid trading levels.
Cameron Mackintosh Limited reported an 18 per cent jump in revenues to £234 million last year, overtaking its 2019 performance as audiences returned in force and demand for major productions recovered.
The strong financial year paved the way for a £10.2 million pay packet for Mackintosh, 79, who had taken no salary between 2020 and 2023 as the business weathered the pandemic shutdown of theatres.
Like much of the live entertainment sector, the company endured a brutal period during Covid-19, when lockdowns forced venues to close and turnover collapsed from £207 million to just £94 million in the year to March 2021. The latest results mark a decisive turnaround, reflecting a broader recovery across the West End.
Cameron Mackintosh Limited generates income through both producing and staging major shows, alongside owning and operating eight West End theatres, including the Prince of Wales Theatre and the Noël Coward Theatre.
The most recent financial year was buoyed by the high-profile return of Oliver! at the Gielgud Theatre, one of the group’s flagship venues, as well as celebrations marking the 40th anniversary of Les Misérables, one of the most successful musicals in theatrical history.
Mackintosh’s business empire also includes long-running global productions such as The Phantom of the Opera and Mary Poppins, the latter a collaboration with Disney that has enjoyed sustained international success.
Having started his career as a West End stagehand, Mackintosh rose to become one of the most influential figures in global theatre, shaping the modern musical industry through hits including Cats, Les Misérables and The Phantom of the Opera.
The latest figures underline not only the resilience of the West End but also the speed of its recovery, as audiences return to theatres in numbers comparable to, and now exceeding,  those seen before the pandemic.
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West End rebound delivers £10m payday for Cameron Mackintosh

I’ve been fortunate enough to walk the cavernous halls of a fair few of the world’s biggest trade shows in Las Vegas, they promised, and delivered, staggering innovation and energy.
Days of relentless discovery: robots pouring cappuccinos, AI so intuitive it seemed clairvoyant, and founders who spoke about change not as a cliché but as a lived reality. These were not just exhibitions; they were global marketplaces for ideas, capital and partnerships.
Yet back home, while Britain idles in Westminster’s fog of distracted policymaking, our competitors across Europe are not just showing up, they’re outshining us.
This year, Gary Shapiro, chief executive of the Consumer Technology Association, the people behind CES, the annual technology conference held this week annually in Vegas, publicly criticised the UK government for lacking meaningful support for British businesses at the world’s most influential tech stage. His indictment is stark: the UK’s presence at the event is “spotty” and underwhelming compared with countries such as France and the Netherlands. Meanwhile, those nations send senior ministers, in some cases even royalty, and generously fund coordinated national pavilions for their firms.
Before we mince words about patriotism and global ambition, let’s be clear: this isn’t some petty squabble over flags and PR stunts. Trade shows like CES are strategic platforms where deals are forged, investment flows are unlocked, and international credibility is forged. It is precisely where the future gets bought, sold and broadcast.
And yet, Britain, despite having one of the world’s most dynamic tech sectors, is looking increasingly like an afterthought.
Consider the facts: French exhibitors now outnumber British ones; Germany and the Netherlands field strong contingents; even some smaller European states pack more visible, government-backed stands. The UK’s Tradeshow Access Programme, once a modest but valuable grant scheme for SMEs, was scrapped in 2021 and, despite repeated pleas from industry, has not been restored.
I have witnessed first-hand the pride and purpose with which other nations approach these events. The French pavilion, sleek, well funded and staffed with government representatives, felt like a declaration of strategic intent. British exhibitors, by contrast, often seemed to be fending for themselves, clutching their pitch decks and hoping for serendipity rather than being buoyed by a coordinated national effort.
There’s something faintly absurd about this situation. Post-Brexit, our leaders have consistently proclaimed a desire to “go global”, to boost exports, attract investment, and elevate the UK’s role on the world stage. Yet when the most visible arena for that ambition rolls into Las Vegas, one where 100,000 visitors convene and thousands of international companies exhibit emerging technologies, we treat it as an optional extra rather than a priority.
True, the government points to its Industrial Strategy and Small Business Plan as evidence of support for scaling firms globally. But warm words on paper are cold comfort on the exhibition floor. In contrast, targeted financial support and senior government engagement send a clear signal that Britain not only values innovation, but backs it when the stakes are highest.
You need only speak to the founders who travelled thousands of miles from the UK, many self-funding their trips, to hear a consistent refrain: without coordinated help, British firms are underexposed and under-networked. One CEO told me he felt “overshadowed” by a neighbouring European country’s pavilion that looked and felt like a national investment. Another confessed that, had it not been for private backing, they might not have made the trip at all.
This should trouble us. The future of British business growth is not solely in domestic policy tinkering, it is in international trade, collaboration and visibility. Trade shows are not merely exhibitions; they are signposts for global relevance. When your government isn’t present in a meaningful way, the world notices — and so do investors, partners and international customers.
Let’s not construe this as an attack on civil servants or ministers. The truth is simpler: the UK is juggling competing priorities, cost of living, health services, geopolitics, and a multi-billion trade show in Nevada can seem indulgent by comparison. But that is precisely the point. Innovation and global business growth cannot be an afterthought if we are to compete with economies that deliberately align industrial strategy with outward-facing support.
Last year I was talking to a French startup founder, and I asked what her government’s presence meant to her, she smiled and said: “It means someone believes in our success before we prove it.” That sort of confidence matters. It turns heads, opens doors and scales businesses in ways that a sterling-denominated press release never will.
Britain has all the ingredients to be a leader: world-class universities with their numerous spin-offs, inventive entrepreneurs, and a time zone that bridges East and West. But without visible, tactical governmental support at flagship global events, we risk these assets being underestimated or, worse, overlooked.
If the UK truly aspires to be a global tech and trade powerhouse, then it must treat trade shows like CES as what they are: frontline diplomatic and economic missions.
Because if we aren’t prepared to support our businesses on the world’s biggest stages, we shouldn’t be surprised when others step into the spotlight, and we’re left in the auditorium seats, polite but absent.
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Why Britain’s world stage presence deserves more than lip service

Diversity, equity and inclusion (DE&I) are often seen as “big company” issues – tied to boardroom pledges, large HR teams or investor reporting. But the reality is quite different. For small and medium-sized enterprises (SMEs), building a more inclusive culture is not just possible; it’s essential for sustainable growth.
At Chubb Fire & Security UK&I, diversity, equity and inclusion are embedded into the way we work. One of our core values is to “Win with integrity, together” – and that means creating a workplace where every individual feels respected, included and able to thrive. We don’t see DE&I as an initiative. We see it as a leadership standard.
And while large organisations may have dedicated resources for this work, smaller businesses have a unique advantage: they can make change happen faster, with closer teams and more direct influence from leadership.
Why DE&I Belongs in Every Business Strategy
In the UK, the legal case for inclusive workplaces is clear. Under the Equality Act 2010, businesses must ensure that people are not discriminated against based on protected characteristics, including race, gender, age, disability, religion, sexual orientation and more.
But DE&I is not just a legal requirement. It’s a competitive advantage.
Research shows that diverse teams are better at problem-solving, more innovative and more adaptable in times of change. Inclusive cultures encourage trust and psychological safety – two factors that directly support retention, productivity and performance.
At Chubb, we recognise that diversity, equity and inclusion are strong drivers of growth and innovation. We’ve seen how teams thrive when people feel safe to be themselves, share their perspectives and contribute without fear of judgement. It’s not about meeting quotas; it’s about unlocking potential.
Chubb’s Commitment: Creating a Culture Where Everyone Belongs
We take pride in marking cultural and awareness moments that matter to our people – from Pride and Eid to Baby Loss Awareness Week and National Inclusion Week. These moments help us build empathy, strengthen relationships and create space for conversation.
We also take care to reflect DE&I in how we lead. As our Chief Operations Officer, David Dunnagan, puts it:
“DE&I goes much further than just employing diverse people; it’s about creating an inclusive and equitable environment in which every employee feels valued and respected.”
That environment is shaped not only by formal policies, but by the everyday behaviours of leaders and colleagues. From how we run meetings to how we hire, promote and communicate, we aim to model fairness, transparency and respect.
We know that when people feel safe and seen, they perform better. They grow faster. And they stay longer.
A Practical Roadmap for SME Leaders
You don’t need a dedicated DE&I officer to make meaningful progress. Here are five actions any SME can take – starting today:
1. Start with Listening and Learning
Hold informal conversations, run anonymous surveys or simply ask your team: “What does inclusion mean to you?” You don’t need to have all the answers. Showing a willingness to listen and learn is the first step to building trust.
2. Build Inclusion into Everyday Culture
Create inclusive meeting habits to make sure everyone is heard. Avoid scheduling around cultural holidays to encourage diverse perspectives. Inclusive cultures aren’t created by policy – they’re created by people, every day.
3. Check Your Processes for Fairness
Look at how you hire, promote and recognise talent. Are your job ads inclusive? Are opportunities visible and accessible to all? Small changes, like removing biased language from a job post, can have a big impact.
4. Celebrate What Makes People Different
Recognise cultural celebrations, awareness days and life events. Invite your team to share stories or lead activities. These moments foster connection, compassion and belonging.
5. Lead by Example
Inclusion starts at the top. Leaders must model openness, fairness and humility. At Chubb, we empower our people to be their true selves – and expect leaders to create the conditions that make that possible.
Inclusion Supports Growth and Keeps People
An inclusive culture doesn’t just attract talent – it keeps it. People stay where they feel valued. They speak up where they feel heard. And they do their best work where they feel safe.
In fast-moving businesses, especially SMEs, that stability matters. It means fewer recruitment costs, stronger collaboration and more continuity for customers and clients.
As our People Playbook puts it: “We celebrate the fact that our diversity makes us strong – and, simply, it’s the right thing to do.”
The Bottom Line
Diversity, equity and inclusion aren’t nice-to-haves. They’re must-haves for any business that wants to grow with integrity.
For SMEs, the opportunity is clear. You’re already close to your teams. You know your people. You move quickly. That means you can act – now – to create a more inclusive workplace where everyone feels they belong.
At Chubb, we’ve seen how inclusion strengthens our teams, our culture and our performance. We’ve still got work to do – but we’re proud of the journey we’re on.
Because when people feel safe to be themselves, they go further. And when they go further, so does your business.
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How SMEs can build diversity, equity and inclusion into their growth plans

A group of Britain’s most recognisable cultural figures has launched what insiders describe as a “cool, creator-led” alternative to Dragons’ Den, aiming to uncover and back the next generation of young entrepreneurs through TikTok and social platforms.
The new venture, The Artists Collective, brings together Maya Jama, Jack Whitehall, Roman Kemp, Daniel Kaluuya and Tom Grennan, who have pooled their personal capital to invest in early-stage UK and European businesses.
Rather than pitching in boardrooms, founders will be discovered online, with TikTok expected to play a central role in sourcing and spotlighting talent. The aim is to connect high-growth startups with both funding and cultural reach, a combination the group believes is more powerful than traditional finance alone.
The Artists Collective typically invests between £50,000 and £300,000 at Seed and Series A stage, focusing on sectors including AI, B2B software, cybersecurity, fintech, healthtech and media.
Unlike traditional angel syndicates, the model pairs capital with access to audiences, partnerships and commercial introductions. Participating artists support portfolio companies through their networks rather than short-term promotional endorsements.
An industry source said: “This is business investment for the TikTok generation, less suits and spreadsheets, more cultural relevance. For the right founder, having a household name attached can unlock doors money alone can’t.”
While the public launch is new, the collective has already quietly backed around 20 early-stage technology businesses. The group is understood to be finalising further investments worth up to £300,000 per company.
One of its early deals saw Whitehall become the public face of Seat Unique, a premium ticketing platform, illustrating how celebrity involvement can be used selectively to accelerate growth.
The structure has drawn comparisons with US artist- and athlete-led investing, where figures such as Serena Williams and LeBron James have built substantial wealth by backing startups early and staying closely involved.
The Artists Collective was established by Fergus and Ruari Bell, founders of The Players Fund, which already works with elite athletes on venture investing. The collective sits within that wider ecosystem, investing alongside a network of sports and entertainment figures.
Ruari Bell, managing partner at The Artists Collective, said: “Artists want a trusted home to invest together, learn together and support founders where it actually counts. This is about long-term collaboration, not loud promotion. We aim to let the results speak for themselves.”
The group has co-invested alongside established venture firms including Andreessen Horowitz, Accel, SV Angel and Seedcamp.
The launch highlights a wider shift in early-stage funding. As younger founders build audiences alongside products, investors who understand culture, distribution and attention are becoming as valuable as traditional angels.
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It’s Dragons’ Den for the TikTok generation as Britain’s biggest stars back young founders

UK unemployment is expected to climb to its highest level in more than a decade in 2026, as economists warn that weak growth, rising employment costs and subdued private sector confidence continue to weigh on the labour market.
According to The Times’ annual Economists Survey of 48 leading economists, more than two-thirds believe the unemployment rate will end 2026 between 5% and 5.5%, up from its current level of 5.1%. If the upper end of that range is reached, it would mark the highest jobless rate since 2015.
The survey paints a downbeat picture of an economy increasingly reliant on government spending, with private sector hiring constrained by higher taxes, rising wages and ongoing uncertainty following the Chancellor’s autumn Budget.
Economists point to Rachel Reeves’s £25bn increase in employer National Insurance contributions, alongside higher minimum wages and forthcoming changes under the Employment Rights Bill, as key drags on hiring intentions.
Fhaheen Khan, senior economist at Make UK, said businesses are being hit “from multiple directions” when it comes to employment costs, making recruitment and workforce expansion increasingly difficult.
Nina Skero, chief executive of the Centre for Economics and Business Research, added that hiring will remain “suppressed” as firms grapple with weak demand, higher payroll taxes and what she described as an “exceptionally high” minimum wage in some sectors.
For small and medium-sized businesses, these pressures are already translating into more cautious staffing decisions, delayed recruitment and greater reliance on automation and productivity improvements rather than headcount growth.
A majority of economists surveyed expect UK GDP growth to sit between 1% and 2% in 2026 — broadly in line with recent performance but far from the levels needed to materially improve living standards or business confidence.
Several economists warned that much of that growth will be driven by public spending rather than private investment.
Alpesh Paleja, deputy chief economist at the CBI, said the public sector is likely to do “more heavy lifting” than at any point since the 2010s, while Paul Dales, chief UK economist at Capital Economics, estimated that as much as 80% of growth in 2026 could come from government activity.
Jagjit Chadha, professor of economics at the University of Cambridge, summed up the outlook bluntly, describing the UK’s performance as “moribund”.
More than 80% of economists believe the Bank of England will cut interest rates at least twice in 2026, with some forecasting rates could fall from 3.75% to as low as 2.5%.
While lower borrowing costs may provide some relief to households and businesses, economists cautioned that rate cuts alone are unlikely to trigger a strong rebound in private sector investment or hiring.
James Smith, developed markets economist at ING, said concerns over inflation were “overblown”, suggesting there is room for monetary easing. However, others warned that unless confidence improves and employment costs stabilise, businesses may remain reluctant to expand.
Nearly three quarters of economists expect UK inflation to fall close to the Bank of England’s 2% target by the end of 2026, helped by lower energy bills and slower wage growth as the labour market cools.
Globally, economists were more optimistic. A majority expect world growth of between 2% and 3%, with the US economy forecast to outperform the UK and eurozone. However, most expect China to miss its 5% growth target next year.
For business owners, particularly SMEs, the survey reinforces expectations of a challenging year ahead: slower demand, cautious consumers and a tougher employment environment.
While interest rate cuts may ease pressure on borrowing, economists warn that without a meaningful improvement in productivity, private investment and business confidence, the labour market is likely to remain fragile through 2026.
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UK unemployment could hit 11-year high in 2026 as growth stalls, economists warn

Brighton’s iconic Palace Pier has been put on the market after almost a decade under the ownership of serial entrepreneur Luke Johnson, underscoring the mounting pressure facing Britain’s leisure and hospitality businesses.
The Grade II*-listed attraction, which opened in 1899 and remains one of the UK’s most recognisable seaside landmarks, is being sold by Brighton Pier Group, which has appointed Knight Frank to oversee the sale.
The decision comes against the backdrop of declining footfall, rising employment costs and a sustained squeeze on consumer discretionary spending — a familiar combination for many operators across the UK’s visitor economy.
Anne Ackord, chief executive of Brighton Pier Group, described the pier as “a profitable, standalone business with significant potential”, but acknowledged the “extremely challenging trading environment” now facing leisure assets.
Accounts show that revenues from the pier division fell to £14.9m in 2024, down from £15.6m the previous year. Like-for-like sales declined by 4%, with the business citing a second consecutive summer of poor weather and softer tourism demand in Brighton.
An increase in the admission charge from £1 to £2, introduced in March 2025, helped to partially offset falling visitor numbers, but could not prevent a sharp drop in profitability. Earnings before interest, tax, depreciation and amortisation fell to just £300,000 in 2024, down from £1.7m a year earlier.
The pier had already seen a 3% decline in like-for-like sales in 2023, when train strikes, a fire at a hotel opposite the entrance and adverse weather disrupted trading.
No guide price has been disclosed. Brighton Pier Group acquired the asset in 2016 for £18m, when the company was still trading as Eclectic Bar Group.
In its most recent accounts, published in November, the group booked impairments against the pier, reducing the net book value of the “pier, landing stage and deck” to £13.7m, down from £17.3m the previous year.
At the time, the company said it was actively exploring asset sales in response to “continued cost-of-living pressures”, weaker consumer spending, increases in the national living wage and national insurance contributions, and a reduction in business rates relief, pressures echoed by hospitality and leisure operators nationwide.
Brighton Pier Group is chaired by Johnson, the former owner of PizzaExpress and Patisserie Valerie, who owns more than a quarter of the company. The group also operates bars and mini-golf venues.
Stretching 525 metres into the English Channel, Brighton Palace Pier features 19 fairground rides, two arcades with more than 300 machines, and space for private events. It attracts millions of visitors each year and is widely seen as a barometer for the health of Britain’s seaside and domestic tourism economy.
Ackord said the sale was intended to return capital to shareholders and allow a new owner to take the landmark forward. “This is more than just the sale of an asset, it is an opportunity to shape the next chapter of a national treasure,” she said.
John Rushby, head of specialist leisure at Knight Frank, said the pier represented “a rare opportunity” for investors seeking a heritage leisure asset with strong brand recognition, despite near-term economic headwinds.
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Brighton Palace Pier put up for sale as rising costs bite leisure sector

Baroness Michelle Mone has been permitted to retain rental income of up to £15,000 a week from a luxury London mansion, despite the property being subject to a court-ordered asset freeze linked to the £148 million PPE Medpro scandal.
A judge has approved an amendment to an existing freezing order, allowing rental proceeds from a £25 million Grade II* listed property in Chester Square, Belgravia, to be kept while criminal and civil investigations continue. The property may be rented out but cannot be sold.
The mansion is owned via an Isle of Man-registered company connected to the business empire of Mone’s husband, Doug Barrowman. It was purchased for £9.25 million in December 2020, shortly after PPE Medpro, a consortium led by Barrowman, secured a £122 million government contract to supply surgical gowns during the Covid pandemic. The gowns were later ruled unfit for use.
Court documents, seen by The Times, show the ruling was made during a closed hearing at Southwark Crown Court, where Judge Tony Baumgartner stated that rental income from the property “is not restrained and there is no restriction on the use to which this income may be put”.
The Belgravia property has undergone extensive refurbishment, including the addition of a cinema room, spa facilities and a basement level. It has previously been marketed with an asking price of £25 million.
The amended order forms part of a wider £75 million asset freeze imposed in 2023 while the National Crime Agency investigates the PPE Medpro deal. PPE Medpro was ordered to repay £148 million to the Department of Health and Social Care after losing a High Court case last year, but entered administration the day before the judgment was handed down.
In separate rulings, Mone and Barrowman have also been allowed to rent out multiple other UK properties held via offshore companies, including assets in Glasgow and the Isle of Man. Income from those properties is not restricted, although proceeds from any approved sales must be held under legal supervision.
Other assets covered by the freeze include bank accounts at Coutts, C Hoare & Co and Goldman Sachs, as well as a 39-metre superyacht, Lady M. The order does not extend to a £41 million villa in St Barts or a reported $12.5 million property in Miami.
Barrowman is reported to have received at least £65 million from PPE Medpro, including £29 million transferred into a trust for the benefit of Mone and her children.
Legal experts have previously warned that the government’s ability to recover funds will depend on whether liquidators pursue directors and beneficial owners, a process that could take years and involve significant cost.
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Baroness Mone allowed to keep £15,000-a-week rent from Belgravia mansion amid PPE investigation

HSBC has initiated bankruptcy petitions against Aidan Barclay and Howard Barclay, marking a further escalation in the unravelling of the Barclay family’s business empire following the collapse of their logistics group.
Court filings show the bank lodged the petitions in the High Court in December, after recovering only about £1.1 million of a £143.5 million secured loan from the administration of Logistics Group.
The business, which owned parcel delivery firms Yodel and ArrowXL, fell into administration in March 2024 after HSBC called in its debt and the group was unable to refinance or repay the borrowing.
Administrators later confirmed that HSBC’s recovery equated to just 0.78p in the pound, with any further returns dependent on an earn-out linked to the sale of remaining subsidiaries. “Future recoveries for the secured creditor are uncertain,” administrators from Teneo said in a filing at Companies House.
ArrowXL was sold in June for an initial £2.2 million to Jacky Perrenot Group, a fraction of the £57.5 million valuation previously ascribed to the business by its directors. Yodel was sold earlier in 2024, shortly before the group entered formal insolvency proceedings.
The bankruptcy action adds to a string of high-profile asset losses for the Barclay family. In recent years they have relinquished control of the Telegraph Media Group and online retailer The Very Group, as lenders moved to enforce security over unpaid debts.
Last month International Media Investments, backed by Abu Dhabi, appointed Interpath to sell property assets held through Trenport Property Holdings, another Barclay-linked vehicle, following the failed sale of the Telegraph.
Aidan and Howard Barclay, the eldest sons of the late Sir David Barclay, were listed as directors of Logistics Group at the time it entered administration. Company filings last year recorded Aidan Barclay’s main residence as Monaco.
The family’s difficulties intensified after lenders including Lloyds Banking Group enforced security over long-running debts in 2023. A proposed £500 million sale of the Telegraph to RedBird Capital collapsed last year due to regulatory obstacles, prolonging uncertainty over the future ownership of the titles.
HSBC declined to comment on the bankruptcy petitions. Aidan and Howard Barclay were approached for comment.
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HSBC launches bankruptcy proceedings against Barclay brothers over logistics collapse

China’s electric vehicle champion BYD is on course to overtake Tesla as the world’s biggest seller of battery-electric cars, marking a symbolic shift in the global EV race.
The Shenzhen-based group said annual sales of its battery-powered vehicles jumped by almost 28 per cent last year to more than 2.25 million units. By contrast, Tesla is expected to report full-year sales of around 1.65 million vehicles when it releases its 2025 figures later on Friday, based on analysts’ forecasts published last week.
If confirmed, it would be the first time BYD has overtaken its American rival on an annual basis, underlining the rapid rise of Chinese manufacturers in a market long dominated by Western brands.
The milestone caps a difficult year for Tesla, which has grappled with a lukewarm reception to newer models, intensifying competition from lower-priced Chinese rivals and growing unease among some consumers and investors over the political activities of its chief executive, Elon Musk.
Chinese carmakers including BYD, Geely and MG have steadily eroded Tesla’s market share by offering well-specified electric cars at significantly lower prices. In response, Tesla launched cheaper versions of its two best-selling models in the US in October in a bid to reignite demand.
Sales at Tesla slumped in the first quarter of 2025 after a backlash linked to Musk’s role in President Donald Trump’s administration, prompting concerns that his focus was being stretched across too many ventures. Musk later pledged to “significantly” scale back his government involvement.
Despite fierce competition in its home market, which slowed BYD’s sales growth to the weakest pace in five years, the company continues to expand aggressively overseas. It has gained traction across Latin America, South East Asia and parts of Europe, even as governments impose tariffs on Chinese-made EVs.
In October, BYD said the UK had become its largest market outside China, with sales surging 880 per cent year-on-year to the end of September. Demand has been driven in part by the plug-in hybrid version of its Seal U SUV, which has resonated with British buyers seeking lower-emission vehicles without full range anxiety.
While Tesla remains one of the world’s most valuable carmakers, its lead in the electric vehicle market is narrowing as rivals catch up on technology, scale and pricing. For BYD, overtaking Tesla would cement its status as the world’s leading EV producer — and highlight how decisively China has reshaped the global automotive industry.
The question now is whether Tesla can regain momentum through new products such as its Optimus humanoid robot and self-driving “robotaxi” ambitions, or whether BYD’s cost advantage and manufacturing scale will keep it firmly in the lead.
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China’s BYD set to overtake Tesla as world’s top electric vehicle seller