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5 articles
Most group cyber playbooks are written by the largest trading company, for the largest trading company, and tested in a room containing only its own people. The incident then arrives at the smallest subsidiary, on a Sunday, and the group discovers the plan describes an organisation it does not run. A practical model for fixing that before the next board cycle.
Intra-group recharges are rarely the largest line in a group's accounts, but they are among the most revealing when a board, auditor or tax specialist asks for the story behind the numbers. This practical review sets out five habits UK finance teams should correct before the 2026 year-end close.
A single customer can dominate one subsidiary while looking modest in consolidated accounts, distorting the group picture and testing lender covenants. This article explains how UK groups should quantify exposure, stress-test covenants and report concentration to the board, and sets out practical contract-protection and diversification moves before reliance becomes a governance problem.
Macro headlines rarely arrive at subsidiary level in a usable form. This listicle takes five UK signals that will shape 2026 and 2027 investment decisions — defence clusters, energy reshoring, AI in professional services, life sciences and local infrastructure — and converts each into the capital, risk and growth questions a group board should be asking now.
Margin erosion in multi-entity groups rarely announces itself. It hides in duplicated procurement, fragmented payroll and reporting that takes too long to trust. Here are five practical back-office bottlenecks, with warning signs, diagnostic questions and realistic fixes.