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Can you provide a bit of company history? When and why did CounterPath come about?

Todd Carathors

Todd Carathors

CounterPath was founded in 2002 in the midst of a nebulous, confused communications environment where any communications tool fell under the umbrella of UC (unified communications). The company has grown up and developed on the crest of the UC wave, and we’d like to think that we, and companies like us, have helped to bring more clarity, innovation and progress to the field.

Our focus is fixed mobile convergence, UC and over-the-top (OTT) solutions in the desktop and mobile VoIP software industry, for the operator, enterprise and channel markets.

The culture of CounterPath has always been about collaboration, flexibility, ease of use and security; only through working together do you get meaningful progress. This philosophy is manifest in our flagship product, Bria, which is unique in its integration with users’ existing systems. Instead of pushing against the current, we use our technology to enhance the capabilities and work in harmony with our partners’ systems, thereby ensuring a secure, cost-effective, user-friendly and innovative solution for our customers.

How would you define Unified Communications (UC)? What is its value?

Recently, the definition of UC, particularly to end users, has become more stringent and communications are finally becoming unified within a single experience.

For me, this has always been the real meaning of UC. Instead of having a Cisco WebX, an Avaya phone system and a DropBox repository for example, everything is, or is finally becoming, integrated into a common application that seamlessly achieves all of that across mobile, desktop, tablet… you name it. That’s the making of a good, true UC solution.

What are the key benefits of switching to a UC solution?

UC has a host of direct, tangible benefits to the core of business processes that are often overlooked, but the savvy among us are quickly realising that to do so would be perilous.

One clear benefit is project times. The introduction of a tool that will facilitate communication and collaboration between the workforce will, as a natural result, decrease the amount of time needed to complete projects, therefore increasing the overall productivity of the company.

Customer satisfaction is often another direct beneficiary of a UC platform. Being able to reach customers in a timelier fashion, thanks to having diverse points of contact and multi-device connectivity, will improve overall user experience for clients and customers.

Having a UC solution is also great for the pipeline. A more integrated sales process increases effectiveness and efficiency, allowing for a quicker close. Ultimately, this allows for more sales leads to be processed, vetted and followed up on.

Your new UC solution, Bria X, is now out. What should we expect?

Bria X is a feature-rich service collaboration suite that is accessible across desktop, tablet and smartphone devices; and it’s centrally managed from the cloud. Just like previous Bria solutions, Bria X overlays any hosted or on-site call server, enabling users to integrate high quality voice and video calling with the hosted services provided by CounterPath.

While Bria X may feel similar to previous offerings from CounterPath, there are significant differences that make it more robust and streamlined for SMBs and enterprises, such as improved web-based management tools, integrated desktop screen share, hosted team messaging and presence, simplified user experience and an affordable subscription pricing model.

What makes Bria X unique? Any particular points of difference?

Bria X is the only solution on the planet of its kind, providing a complete overlay to any call server, whether it be Cisco, Avaya, Broadsoft, or any other existing call service technology present in the office. It instantly adds the capabilities of HD Voice, Video, messaging, presence and screen sharing.

Whilst the likes of Broadsoft or Cisco may offer similar solutions, their offerings are vertically integrated. In line with the CounterPath culture, Bria X can overlay to any solution on the market, regardless of the vertical.

What’s the significance of CounterPath’s recent announcement that Bria X is now interoperable with Plantronics Hub, for the finance sector particularly?

This accreditation is further proof of CounterPath’s commitment to providing the best user experience across any device, any network and any platform by ensuring that the full UC experience – from software to headset – is optimized, and functions with little to no effort on the user’s part.

Integrating the Plantronics Hub APIs into Bria X enables desktop and mobile devices to leverage deeper functionality of over 25 headsets that will work out of the box with full feature support. For example, in the case of the Savi series from Plantronics, Bria X will set the presence status even when a call comes to the mobile native dialer. This level of attention to detail makes for the best user experience.

This is particularly pertinent to the finance sector because Bria X leverages standards based security protocols such as TLS for signaling and SRTP for media. This means every call can be delivered securely without risk of being compromised, while saving money in the process. Other solutions, including Skype, use proprietary protocols making them a risk for potential security vulnerabilities. Bria SDK technology, on the other hand, could be leveraged into an application from a bank on a mobile phone. All calls could be via IP and save millions of dollars in cost.

What products or features do CounterPath customers love?

SMBs and small teams adore Bria X for its simplicity, its quality, its cost-effectiveness and above all its intuitiveness; CounterPath also provides SDKs for Windows, MacOS, iOS and Android. This enables companies to leverage the world’s leading client technology and incorporate into any business flow that requires communications.

We’ve also been getting really great feedback from another of our propositions, Private Cloud. It’s been adopted by a number of household names and has proved a huge success. It provides customers with the opportunity to tailor our services to their own tastes and specifications; it looks and feels like the customer’s own personal API. And this service is extremely powerful. It’s scalable to hundreds of thousands of individual users worldwide, but still delivers on the remarkable diversity of apps, security features and user-friendly experience that CounterPath customers have come to expect.

As objective VoIP experts, what is the one piece of advice you’d give businesses yet to make the switch to VoIP?

Negotiating the complex and seemingly ever-changing market of times gone by, it’s easy to see why SMBs and even SMEs may have felt cautious – or even averse – to choosing VoIP; identifying high quality technology that was reliable, secure, agile and on-budget was a potential minefield.

But there has never been a better time to adopt this technology. The improvement in web infrastructure, coverage and speed has helped VoIP-based applications to become both a viable and a desirable option for organizations of all sizes to cover all their telephony needs. Not only do VoIP platforms offer more features that help organizations improve their productivity and enable more effective decision making; they also provide tangible financial benefits that strengthen their business case.

The unprecedented growth forecast for unified communications (UC) combined with advancements in technology make VoIP packages an easy buy-in for any business decision maker. There is a comprehensive range of options – all with clearly labelled and flexible price plans – so it’s easy to find the right fit for you.

VoIP allows enterprises to conduct business in different geographical locations in a more streamlined and potentially more cost-effective way. VoIP applications reduce the amount of hardware needed and with cloud solutions on the rise, the cost of other physical infrastructure continue to decline dramatically, resulting in reduced infrastructure costs.

SMBs, who might previously have struggled with expensive, or free but limited packages, now also have the opportunity to join the full-service VoIP movement, beginning with products like Bria X.

Whatever package you choose, there’s a huge amount of flexibility associated with UC and VoIP today. Due to the web nature of  VoIP, scalability to grow or downsize is considerably easier to achieve and is literally just a few clicks away.

Top voice space predictions for 2017?

  1. Better integrated UC, regardless of size

This year, expect to see a UC solutions market that fits across all elements of the architecture, for all sized enterprises, really take shape for the first time.

Microsoft and Cisco tailor to larger enterprises, but there has been a real void in alternative offerings for SMBs. They want the same solutions but they’re struggling to get there due to the diversity of architecture choices available to them, mostly driven by cost. I think this will be resolved this year with the introduction of overlay solution sets that enable UC in those markets, to match what’s being deployed in the larger enterprises.

  1. Off-site security

A lot of UC solutions being deployed are being done so on the back of security architectures that were originally designed for on-premise use and as a result are all but useless as soon as a piece of kit leaves the confines of the enterprise or physical building.

Overcoming that and allowing a security solution that tailors to off-site, multi-device use is pretty challenging and until now required a multi company architecture that wasn’t inherently available. This problem is being met head on with overlaid technology that works with on-site servers to provide the same solution with minimal cost implications.

  1. Threaded communication

Anyone with an iPhone will now be familiar with threaded messaging, wherein users can pick up the conversation where they left off, seamlessly, across all their devices. Microsoft and BroadSoft both released products that allow for this phenomenon.

2017 will be the year this becomes widely available across all segments of the enterprise, granting the capability to have a threaded communications experience beyond simple screen sharing and video calling.

  1. WebRTC

Each year, WebRTC promises to take over the world; each year our industry believes that it will. Until now, WebRTC failed to deliver.

2017 will be different! We’ll see software development kits and voice communications being added to solutions that were originally intended for the promise WebRTC couldn’t quite make good on.

  1. Telephony integration technologies

Until recently, everything has been siloed, with enterprises using different tools for different purposes. Client and server-based technologies, however, can unite the disparate nature of those user journeys, integrating with the telephony architecture in order to extend voice, video, messaging and collaboration to users, whether they’re inside or outside the enterprise. This telephony integration will start to see real traction in 2017 and beyond.

  1. Software Development Kit (SDK) technology

SDK is going to seriously disrupt the enterprise. These days, organisations want to integrate communications into their business processes flow. SDK can be incorporated into business applications already in use today in order to incorporate voice, messaging and video, just like that.

An example could be a mobile application on an enterprise device that provides a way to look at sales records, like a CRM tool, but then takes SDK technology and implements it within this tool to allow users to make calls directly in their infrastructure, right within their application.


Mark Wright – No Longer an Apprentice



How to answer interview questions

Just for context, you won The Apprentice and became Lord Sugar’s business partner in 2014 – you set up your digital marketing business Climb Online and are continuing to successfully grow this business today.

With the beauty of hindsight, would you have started your business journey differently?

When growing up, I always knew that I wanted to be in business and that I wanted to be successful. It wasn’t until I was working for a personal training college in Australia that I realised the true power of digital marketing, as the website I built and ranked on the first page of Google for key search terminology enabled them to accelerate revenue from $2,000 to $240,000 per month.

After I travelled to the UK, I wanted a bank loan to help launch my first business, but I wasn’t able to secure one. A friend suggested I try out for BBC’s The Apprentice as an alternative, which was something I hadn’t heard of, let alone watched before, and the rest is history. I don’t believe in regrets and certainly wouldn’t have changed how I started my business journey. The show provided me with an excellent PR and lead generation platform, and I have had the unique opportunity to meet and learn from some incredible business people, particularly Lord Sugar, for which I am very grateful.

The X Factor winners are often lambasted by the press and not taken seriously as artists by the music industry after winning the show. Have you experienced parallel treatment from the business community after your win?

I would certainly say that I experienced parallel negative treatment from the digital marketing industry when I first won BBC’s The Apprentice; where I was even booed going onto stage to speak at a trade event.  However, I am always a big believer in the fact that how people treat and respond to others is more a reflection of themselves and it wasn’t something that I let impact me. The best people in business are those who can support and celebrate other people’s successes and that’s what I always strive to do, regardless of the treatment I receive in return.

Do you feel you have had to work harder to prove your credence as an entrepreneur?

Yes, on some level I do think I initially felt like I had to work harder to prove my credibility as an entrepreneur and a business owner. A lot of people audition and make it on to BBC’s The Apprentice out of a desire for public recognition and 5 minutes of fame, whereas I only wanted to go on the show to secure investment for my business having been rejected from a number of UK banks due to my nationality.

I still hold the record as the only Apprentice Winner to turn over in excess of £1 million during my first year in business and to actually make a profit, and this was largely due to the fact I was so focused on building a large business with strong foundations from the outset.

You became a UK Citizen earlier this year, why have you chosen to stay permanently in the UK?

Australia will always have a special place in my heart and I still have a desire to return and even open a Climb Online office there, but the UK has really become my home. I have made some amazing friends and have created a number of brilliant businesses and am very excited about what the future brings here.

What have been your stand out moments since launching Climb Online?

I have been very fortunate in that I have had many standout moments since launching Climb Online, from being listed twice on Forbes 30 under 30 to creating and hosting CLIMBCON in 2019.*

However, my real stand out moment is quite simple, and it happens almost daily and that is being in the office with my team, receiving positive feedback from clients and helping and mentoring other business owners or aspiring entrepreneurs with their own challenges. There is no feeling like helping someone else succeed or realise their own ambitions and I feel incredibly fortunate that I am able to support and give back to others in such a way.

Mark Wright

Mark Wright

Have you ever just wanted to throw the towel in and head back to the beach?

All business owners at some point will have that feeling of wanting to throw in the towel, particularly on the days when nothing is going right, and everything feels impossible. However, the true marker of success is the ability to continue to show up each day and work through every single challenge. The ones that do will come out on top, maybe not immediately, but eventually.

I am from a small town in Australia where my Dad owns the local car garage and my mum owns the local hair salon, so when we were all sitting round the table at dinner time, they would discuss the challenges of running a business and I would gain real insight into the hardships. So in starting and continuing to work through my business journey I have always had this in the back of my mind. The power of persistence cannot be underestimated and even on days when I feel like it, I wouldn’t ever head back to the beach.

2020 has been a tough year for business. How was your business affected?

I can honestly say that the start of the COVID-19 pandemic was the hardest period I have ever had to work through in business as like the majority, we lost clients and were forced to make challenging decisions. However, I would also say I have learnt the most about business this year and worked hard to implement an effective survival strategy. This not only meant we were able to continue to navigate through the first difficult three months, but in taking the time to look at our costs, our staff and our processes, have had the opportunity to make vast improvements that have enabled us to thrive beyond pre-COVID levels and really come out on top.

What do you think the long-term impact of COVID-19 will be? Will the economy bounce back quicker than predicted?

I think the figures from Q3 were very promising and show that a ‘bounce back’ is possible. However, with further reports revealing that UK borrowing is now at the highest since records began, it means we have a long way to go and it certainly won’t be easy.

Although there haven’t been any changes to taxes as yet, I do think these will come as we start to see economic recovery and hope any increases don’t impact business owners too heavily, particularly as they have worked so hard to survive this unprecedented period.

How has COVID-19 changed the digital marketing industry?

Although there was an initial hit at the start of the pandemic, with businesses cutting digital marketing spend as a cost-saving exercise, I would actually say the pandemic has since played into the hands of the digital marketing industry by emphasising the importance of having a strong digital presence to sell your product or service online.

There will still be agencies who will be down on a revenue. However this won’t be because the business and sales opportunities aren’t out there, but because they aren’t pushing hard enough and are ultimately using COVID-19 as an excuse. At Climb Online we have won many new clients recently just because we were the only agency to actually answer the phone, which is quite unbelievable and shows that many are still operating remotely and haven’t got the right virtual infrastructure in place.

What advice would you give for business owners struggling to drive new sales?

This is going to sound very simple, but the first thing business owners struggling with sales should do is hire a salesperson to implement a clear and consistent business development strategy. I’ve met thousands of business owners over the years and it still amazes me that the vast majority don’t have any form of sales operation to keep the pipeline full and to proactively sell the product or service. Often the business owner is hesitant to hire a salesperson due to a bad experience or because they believe no one will be able to sell the business as well as they can, and whilst the latter is likely to be true, you still need additional people on the ground generating as many leads as possible. Without a sales team, any form of sales strategy becomes inconsistent and ineffective, limiting the opportunity for growth.

Will you ever retire? Absolutely not. Never.

*CLIMBCON is the only business summit dedicated to teaching businesses how to grow and scale from real life successful entrepreneurs

in an authentic and empowering live event

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The evolving payments landscape



The evolving payments landscape 1

Q&A with Prajit Nanu, Co-Founder and CEO, Nium

  1. The global pandemic has negatively impacted economies around the world, but we’re also seeing an acceleration in e-commerce and consumer behaviours. What trends are you seeing, and what is the takeaway for Nium?

At the start of the global pandemic, no one had a clue on where things were headed. But luckily for Nium, we have a 360-degree view on how different industries are adapting because of the number of industries we serve. For instance, we saw that there was a rise in gaming, e-learning, and e-commerce while the travel industry was significantly impacted.

According to Newzoo, the leading global provider of games and esports analytics, the games market will to grow to $217.9 billion by 2023, representing a strong +9.4% CAGR between 2018 and 2023. This is up from a previous forecast of $200.8 billion[1]. The sudden shift away from the classroom in many parts of the globe also led to a rise in e-learning adoption, where schools have had to distribute gadgets to students to ensure they have access to learning materials. Schools in New York, US for example distributed around 500,000 laptops and tablets to their students in early April[2].

To cater to these sudden shifts in consumer behaviour, banks are coming to Nium with an accelerated timeline to leverage and implement our services, including instant real-time cross-border payments. This is positive because banks are reacting to new consumer behaviours promptly.

That said, while these are positive trends, we need to think about how we can sustain this momentum into the future. Initially when the pandemic hit, we saw a huge shift of revenues from offline to online channels. However, now that countries are gradually re-opening, we see that many consumers are preferring to go back to offline channels. The question now lies in how we keep up with these changes and continue to deliver great customer service.

  1. The world is shifting to an API economy, how is this going to impact your customers?

Our definition of an API economy is one that deploys best-of-breed products seamlessly and efficiently – and this is a core mantra of what we believe we are powering at Nium. If you think about it, banks today are being unbundled at a rapid pace. 15 years ago, if a customer wanted a loan or a travel card, they would have had to walk into a physical bank. Today, customers can turn to a small and medium-sized enterprise (SME) lender or any pre-paid travel card business.

Nium is actually leading the charge in this rapid unbundling through our banking-as-a-service (BaaS) offering. For instance, E-commerce companies no longer only provide e-commerce as a service but instead have tapped onto a new range of services within that ecosystem. Companies today can choose partners for their payment solutions – for instance, they can use X for payments, Y for card issuance, and Z for lending. The API impact that Nium makes goes beyond just a few customers; we make it easy for everyone to plug in and rapidly deploy our service.

The future of the API economy is all about how to make APIs easy to understand, and that is where Nium is driving our vision forward.

  1. What is Nium doing to cater to the under-penetrated segment that may not have access to payments today?

Nium is providing an infrastructure platform catered for anyone – from everyday customers and businesses, to large banks, and even to fintechs – aimed at levelling the playing field through the provision of financial services to all members of the population. In other words, our platform enables our partners to reach out to the population and provide greater access to payments than ever before.

To take a recent example, Nium partnered with Aptiv8, an IT and manpower solution provider, to launch a remittance service called MyRemit. This service allows migrant workers in Singapore to conduct digital remittance transactions via a mobile app, anywhere and anytime. This has been particularly vital during this year’s strict social distancing and lockdown measures, as migrant workers can still remit money back home for their family’s needs through a digital channel.

Similarly, Nium recently partnered with Cebuana Lhuillier, the Philippines’ largest microfinancial services provider, to launch their mobile remittance app, Quikz, in Singapore. Powered by Nium’s Remittance-as-a-service (RaaS) solution, this app allows thousands of Filipinos based in Singapore to send money to their loved ones back in the Philippines. Our platform ensures the transactions are processed securely and in real-time – providing more customers with a safe and more affordable way to make transactions.

  1. What was 2020 like for Nium and what is it going to be like in 2021?

This year has been interesting for Nium because the pandemic forced us to rethink and review our company playbook for success. At the peak of COVID-19, I gathered my leadership team together to reflect on the impact the world had faced, how the world is going to change, and what we, as a company, need to consider when adapting to these changes. This exercise was extremely useful and it has formed the basis of a refreshed playbook for us.

Our team members came up with many different stories on how we need to over-communicate not only to our clients, but also internally with our colleagues. We also spoke about product prioritisation. For instance, travel used to be an industry that most of our products served, but it has become much smaller today, while other industries such as e-learning and gaming have burst through the scenes. So, do we still create products for the travel industry knowing that it will come back in the next two years, or do we focus on the growing industries right now? The good thing is, because we work with clients across a large spectrum of industries, we have been able to observe these changes panning out early and react swiftly.

Come 2021 and 2022, product will be key for us. There is a lot of pent-up demand across industries that were restricted due to the pandemic, such as travel, and we are looking forward to capturing this new demand, which I believe will definitely come back once we tide over these difficult times. At Nium, we will continue to focus on growing our revenue and expanding our team worldwide.

At the same time, we are also aware of the impact that the pandemic has had on our employees this year. I want to take a brief moment here to acknowledge the efforts of our employees worldwide. They have rallied hard over the past few months, putting in the extra hours as they work remotely, to ensure they deliver quality work. Ensuring that our employees remain engaged and prioritising their mental health will also be a focus for us in the new year.

[1] Global Game Revenues Up an Extra $15 Billion This Year as Engagement Skyrockets, Newzoo.

[2] Challenges of home learning during a pandemic through the eyes of a student, The Jakarta Post, July 2020

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Treasury’s digital revolution: How corporates can ensure stability in uncertain economic conditions



Treasury’s digital revolution: How corporates can ensure stability in uncertain economic conditions 2

The digital revolution in treasury may have been under way for some years now, but the past few months have shown there is plenty of room to improve and refine. We talk to Frank Nicolaisen, UniCredit’s Head of Global Transaction Banking, Americas, about how the coronavirus pandemic has intensified the need for corporates to upgrade their treasury infrastructure and what they can do to get started.

Q: The pandemic looks to have added significant impetus to the digital push in treasury. How has the use of financial technology in the treasury space evolved in recent years and where does this fit into the story?

The narrative of innovation around treasury has been building for some time – and for good reason. A host of recent innovations, such as application programming interfaces (APIs) and optical character recognition (OCR), are already live and streamlining treasury processes for corporates of all sizes.

At the core of this is the rise of e-banking – following experiences in the retail sector, corporates have moved away from branch-based or over-the-phone banking to platforms, with many banks, including UniCredit, investing to make this a seamless, fast and more efficient experience. This, in turn, paves the way for other efficiencies, such as virtual accounts – a concept that sees corporates hold a single physical bank account that can be sub-divided into “said virtual accounts, which work much like real ones, with their own budgets, permissions and account numbers, all whilst feeding into the physical parent account. This solution is growing in popularity and is especially beneficial to corporates with multiple banking relationships and complex account structures, minimising the number of physical accounts they need to maintain.

While these technologies have been around for some time, they have seen a spike in adoption during the recent economic downturn, enabling corporates to rationalise accounting processes, cut maintenance costs, increase transparency over funds and efficiently optimise their financial assets from a remote basis.

To take treasury management to the next level, even newer technologies are emerging, such as artificial intelligence (AI) and machine learning, which promise to bring a raft of benefits, including the streamlining of bureaucratic processes in a safe and secure manner.

Q: What should a successful treasury set-up look like today?

For some time, a digital, real-time treasury set up – with fully-automated routine processing – has been the vision and the gold standard. This has the capability to turn the sheer amount of data that many treasurers handle on a daily basis from an administrative burden to a source of strategic insight.

With the right technology, corporates can automate a huge range of previously time-consuming administrative tasks, such as opening, closing and managing accounts, generating cash-flow forecasts, executing routine payments; reconciling incoming payment flows, calculating FX exposures and even executing FX conversions. All of this frees team members to focus on more value-adding tasks, while reducing human error in the workflow.At the same time, the data captured in these digital systems can also be reviewed and mined for valuable insights, helping treasurers further refine their processes.

Implementing such a system, of course, will be easier for some businesses than others. Young companies, for instance, will not have to overhaul any legacy infrastructure, and can simply implement a new, modern system. Older or larger companies, on the other hand, will likely be less agile, and have to undertake the more time-consuming process of updating existing systems, while managing operational risks during the transition.

Nevertheless, establishing a robust digital set-up remains central to most treasurers’ strategic vision. Once complete, this switch-over promises benefits to corporates of all kinds – and an opportunity to future proof their business against economic shocks, the likes of which we’ve seen over the last year.

Q: How can corporates yet to initiate the transition to digital treasury get started?

The first step is to investigate the process. Treasurers can speak to their banks and other potential partners, asking questions such as: What are the stakes? What can be achieved? What treasury set-up best suits my business? What benefits is the transition likely to bring in the long-term?

This conversation typically begins either when a treasurer notices the benefits the transition has brought to other businesses, or when triggered by an urgent business need. But it doesn’t necessarily need to be prompted in this way. Starting the conversation now means treasurers are forearmed should necessity arise.

Q: How will you leverage your position as UniCredit’s Head of GTB Americas to deliver these treasury solutions to corporates?

Broadly speaking, my mandate is to continue to develop the Group’s unique, digital Global Transaction Banking (GTB) offer – helping US multinational clients thrive in Europe, and European clients access the US markets.

As part of this, I’m looking to facilitate the delivery of UniCredit’s proprietary GTB solutions from our core European markets to businesses operating in the Americas. Having previously played a key role in the expansion of UniCredit’s Tech Team in Germany – which focused on serving fast-growing technology companies – I am hoping to draw on this experience to oversee the first step in this process: the roll-out of the bank’s global e-banking portal. Once complete, this innovation promises to vastly improve the banking experience for our corporate clients in the US.

It’s one of a number of digital tools corporates can leverage to help them through the many challenges of the current environment. Over the next few years, I think we’ll see adoption continue to climb across the board and I’m looking forward to playing a part in it.

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