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In the face of a downbeat hospitality trend in the UK, food halls are emerging as a beacon of hope, offering a diverse culinary experience that is proving resilient to economic challenges. The Cambridge Street Collective in Sheffield, Europe's largest purpose-built food hall at 20,000 sq ft, exemplifies this trend. Opened in 2024, it features a variety of vendors offering everything from sushi tacos to Palestinian cuisine.The food hall sector is experiencing significant growth, with major UK cities averaging £5.6m in annual revenue and a year-on-year growth rate of 10.75%. This growth is attributed to the shared infrastructure and risk model, where vendors pay a cut of their sales each month, and the owner covers costs such as energy and staffing. This model allows for a lower-risk entry point for entrepreneurs and innovative food concepts.65 new food halls are currently in development across the UK, including a 60,000 sq ft venue in Newcastle and a growing scene in cities like Manchester, Liverpool, and London. These food halls are not just about food; they offer a community space where people can work, socialize, and enjoy a variety of cuisines.Matt Farrell, founder of Bold Street Coffee, notes that food halls have become incubators for new businesses, providing opportunities for operators who can't afford traditional sites. James Cowan of Blend Collective, the owner of Cambridge Street Collective, emphasizes the importance of hosting local businesses and keeping the offering fresh.Successful food hall vendors have gone on to open their own brick-and-mortar restaurants, such as Baity, a Palestinian chain with sites in multiple cities, and Bao, which started in London's Netil Market. These success stories highlight the potential for food halls to foster culinary innovation and entrepreneurship.While some may wonder if the UK has reached peak food hall, industry experts believe there is still room for growth, particularly in areas with high demand and limited offerings. As the economic climate continues to evolve, food halls are likely to remain a vibrant part of the UK's culinary landscape.

TGI Fridays, a global bar-restaurant chain, is set for a UK revival under the leadership of Ray Blanchette, who has acquired the brand's UK arm. Blanchette, a former TGI Fridays kitchen manager, believes the chain can regain its momentum in the UK and expand globally to 1,000 outlets. The UK restaurant industry has faced significant challenges, including higher staffing, energy, and food costs, as well as decreased diner numbers due to financial constraints. However, Blanchette is optimistic about TGI Fridays' prospects, citing its rich history and legacy as a foundation for growth. Blanchette's investment firm, Sugarloaf, has taken control of the global master franchise for TGI Fridays and directly operates 11 US outlets and the UK restaurants. He plans to invest over £2.5m in revamping restaurants, updating kitchen equipment, and enhancing staff training. Blanchette acknowledges that the UK tax regime for high street businesses is 'problematic' and stifles growth. He hopes for government change, given hospitality's significant role as one of the UK's largest employers. The revamped TGI Fridays UK will focus on providing an 'over the top and fun' experience, with a new menu, affordable options, and improved service. Blanchette is confident that a turnaround is possible, having read hundreds of thousands of online reviews of the UK business.

South Carolina defeated UConn 62‑48 in the women’s NCAA Final Four on Friday night, snapping the Huskies’ 54‑game winning streak and booking the Gamecocks a spot in the national championship.With just 0.1 seconds left on the clock, the two veteran coaches met at the scorer’s table. Geno Auriemma raised his voice toward Dawn Staley, prompting a sharp retort from the South Carolina coach. Assistant coaches intervened before UConn could inbound the final play.In the post‑game press conference, Staley emphasized her integrity, saying she had shaken hands with every member of Auriemma’s staff before the game and was unaware of any perceived slight. "Sometimes things get heated, we move on," she told ESPN’s Holly Rowe.Auriemma, who later described the exchange as “nothing,” reiterated that he simply said what he felt was necessary, while Staley deflected responsibility, noting that he had initiated the conversation.Earlier in the fourth quarter, Auriemma vented frustration over officiating, alleging a series of fouls called against his team and accusing the opposing coach of “rants and raves” that distracted from the game.The loss exposed offensive struggles for UConn’s All‑America duo. Sarah Strong, the national player of the year, managed only 12 points on 4‑of‑16 shooting, and Azzi Fudd contributed eight points on 3‑of‑15, including a poor three‑point performance (2‑of‑9). In contrast, South Carolina’s Ta’Niya Latson scored 16 points and Agot Makeer added 14.Defensively, the game was a battle: UConn was called for 17 fouls, while South Carolina drew just eight. The Gamecocks’ interior size limited Strong’s attempts, and the Huskies could not find rhythm, recording their lowest point total since a 49‑point effort in the 2022 championship loss.UConn entered the Final Four with a 38‑1 record, marking their ninth undefeated run to the semifinal and the third consecutive year they fell short of the title. South Carolina (34‑3) will now face UCLA for a chance at their fourth national championship.

Defense Secretary Pete Hegseth instructed Army Chief of Staff General Randy A. George to step down with immediate effect, a move announced on X by Pentagon spokesperson Sean Parnell on Thursday. The statement said George would "retire from his position" but offered no explanation, a notable omission given the ongoing US‑Israel war against Iran.The abrupt removal adds to a string of high‑profile dismissals that have occurred since Hegseth assumed office in January. CBS first reported the decision, citing a source who said Hegseth seeks a leader who will execute his and President Donald Trump's strategic vision for the Army.Appointed in 2023 under former President Joe Biden, the 61‑year‑old General George brought extensive combat experience from Iraq and Afghanistan. During his tenure he was praised for cutting redundancies and championing new technologies such as low‑cost missile‑interceptor drones and artificial‑intelligence‑driven targeting systems.According to The New York Times, the firing may be tied to a dispute over Hegseth’s decision to block the promotion of four officers from a list of 29. While most of the blocked officers were white men, the two remaining were Black and two were women, prompting senior officers to question whether racial or gender bias influenced the action. When General George sought a meeting with Hegseth to discuss the matter, the defense secretary reportedly refused.In addition to George, Hegseth dismissed two other senior officials on Thursday: General David M. Hodne, head of the Army’s Transformation and Training Command responsible for modernization efforts, and Major General William Green Jr., the Army’s chief of chaplains. The Pentagon has not formally confirmed these removals, though the Joint Chiefs of Staff issued a tribute praising George’s decades of service.The personnel shake‑up unfolds against a broader backdrop in which US and Israeli officials have framed the Iran war as a religious undertaking. The Military Religious Freedom Foundation reported receiving complaints that senior commanders described the conflict as aiming to bring about “Armageddon” or the biblical “end times.”Earlier, in October, former Army Vice Chief of Staff General James J. Mingus retired a year ahead of schedule, with no reasons disclosed, adding to speculation about internal turbulence within the Pentagon.

Bosnia and Herzegovina's national football team has made history by qualifying for the 2026 World Cup after a thrilling penalty shootout victory over Italy at the iconic Bilino Polje Stadium in Zenica. The match ended 1-1 after extra time, with Bosnia emerging victorious in the shootout.The Bilino Polje Stadium, known for its intimidating atmosphere for visiting teams, lived up to its reputation as thousands of Bosnian fans descended upon the arena, creating a cauldron-like environment that fueled the team's performance. The stadium's compact nature and close proximity of fans made it feel like a home game for the Bosnian team.The Bosnian fans began arriving in Zenica in the early hours of the morning, dressed in the team's colors and waving the national flag. The city was transformed into a giant stage, with convoys of cars laden with fans, draped with the flag and blaring horns, turning Zenica into a sea of celebration.The historic bond between Bosnia and Italy was also on display, as Bosnia's legendary captain, Edin Dzeko, asked fans to applaud the Italian national anthem before kickoff, referencing the Italian team's visit to Sarajevo in 1996 following the Bosnian war.The win sparked jubilation across the country, with nearly 100,000 supporters gathering in Sarajevo to celebrate what many termed one of the greatest wins in the nation's history. The players and coaching staff were greeted as heroes, and the victory was seen as a reminder of the team's strength and resilience.

Bath’s historic Farleigh House training centre has been spruced up this week with black flags fluttering alongside a new “Choose Greatness” banner, signalling the club’s ambition as they approach a Champions Cup last‑16 tie with Saracens. For Max Ojomoh, the atmosphere feels like a personal challenge. Just weeks after collecting the Man of the Match award for his decisive performance against Argentina, the 25‑year‑old found himself omitted from Steve Borthwick’s Six Nations squad. Ojomoh believes that a dominant display for Bath – especially after the 62‑15 demolition of Saracens in the Premiership – could revive his England prospects, but he also acknowledges that national selectors may have a specific back‑line profile in mind for the upcoming World Cup. Reflecting on his Argentina heroics, Ojomoh said, “If that was my final Test, I’m happy to have left a mark on international rugby.” Yet the disappointment of watching England lose to Ireland from a Moroccan pub underscores how close the margins are for a player on the fringe. He explained the selection dilemma: with centre Ollie Lawrence returning from injury, the squad needed a more physical ball‑carrier, and Ojomoh’s role as a second‑receiver/playmaker meant he was the one to make way. England’s coaching staff have asked him to sharpen three key areas – post‑contact metres, defensive intensity and overall work‑rate. While these are valid targets, Ojomoh points out that few English centres combine his blend of pace, vision and creative kicking. Back at Bath, his partnership with newly‑signed Finn Russell has blossomed. “When we signed Finn, I didn’t expect us to think alike on attack,” Ojomoh remarked, highlighting a shared instinct that fuels his confidence. Coach Johann van Graan’s influence is evident, with the club’s motivational signage and a focused training environment that Ojomoh describes as “single‑minded”. He hopes the upcoming match will provide a platform for a first home Champions Cup quarter‑final since 2002. Family wisdom also plays a role; his father, former England centre Steve Ojomoh, reminded him that “the cream always rises to the top”. With a business degree from the University of Bath and a hobby of online chess, the younger Ojomoh is aware that consistent club performances could shift national perception. Looking ahead, Ojomoh is determined to make the 2027 World Cup squad. He admits that obsession over selection can be self‑destructive, emphasizing the need for mental clarity and playing with the same confidence he shows in his head. As Bath prepares for the high‑stakes clash with Saracens, Ojomoh’s mantra remains clear: choose greatness, stay true to his strengths, and let his on‑field X‑factor speak for itself.

Les Kiss is set to take over the Wallabies in July, inheriting a side desperate to climb back to the top of world rugby. He faces a tight schedule – 14 months and 19 Tests – before the 2027 Rugby World Cup that Australia will host. Describing his mandate, Kiss stresses that he is not aiming for a radical overhaul. "It's not a revolution, it's evolution," he told the Guardian. "Core values like discipline, accountability and strategic planning stay firmly in place." What makes Kiss an outlier is his background: a former rugby league international who never played union at senior level. He says this forced him to "earn his stripes" in the union code, learning that culture and standards in the locker room drive performance on the field. His personal story is rooted in a family that escaped the Hungarian Revolution and settled in Bundaberg, and a playing career that saw him sprint down the wing before a knee injury sidelined him for four years. Those experiences, he believes, forged the resilience he now brings to coaching. After a stint in marketing and junior coaching, Kiss transitioned to union coaching, first as a defence coach for the Springboks (2001‑02), then as an assistant with Ireland (2009‑15), director of Ulster Rugby, and finally a three‑year spell with London Irish in the Premiership. Returning to Australia in 2024 to lead the Queensland Reds, he guided the franchise to its most prolific try‑scoring season in three decades, back‑to‑back quarter‑final appearances and record crowd numbers. The Reds sit 4‑2 in the 2026 Super Rugby Pacific season and are eyeing a top‑four finish. Kiss’s coaching philosophy centres on connection. "Coaching is about rapport and building something strong together," he says, adding that he is fully invested and treats every team like family. His transition to the Wallabies will be smoothed by a close partnership with current head coach Joe Schmidt. The two have shared roughly 40 Tests, developing a strong rapport that Kiss believes will help him "understand the breakdown" and set the right structures for success. The emerging "Kiss army" already includes former All Blacks staffer Scott McLeod as defence coach, analyst Eoin Toolan, set‑piece specialist Tom Donnelly, scrum guru Mike Cron, and consultant Laurie Fisher. Skills coach Mick Byrne and U20s boss Chris Whitaker also remain on board. While his new responsibilities grow, Kiss assures fans he remains 100% committed to the Reds, vowing not to let the franchise down despite his expanding duties. On the player front, Kiss highlights a blend of seasoned talent and fresh faces that could power Australia’s World Cup campaign. The likes of Mark Nawaqanitawase, Max Jorgensen, former winger Dylan Pietsch, and NRL convert Zac Lomax are poised to add dynamism, while 18‑year‑old prodigy Treyvan Pritachard offers a glimpse of the future. Ultimately, Kiss believes the Wallabies embody a uniquely Australian style – inventive, physical, and expressive – forged in backyard games and a culture of resilience. "The Australian way isn’t formulaic; it’s about solving problems on the field in our own special way," he concludes.

When a loved one passes away while a care home still holds prepaid weeks, many families are told that the provider’s "policy" does not allow refunds. In one recent case, a family challenged this stance, discovered that the contract actually obligated the home to return the unused fees, and successfully secured a refund. The experience underscores a wider issue: care‑home operators often withhold money from bereaved families, banking on their grief and lack of legal knowledge. The author, forewarned by similar reports, enlisted a family lawyer who identified the contractual breach and drafted a decisive email that compelled the provider to comply. Importantly, the complaint was not about the quality of care. The writer notes a clear separation between the compassionate on‑site staff and the profit‑focused head office, suggesting that the latter may deliberately adopt a “no‑refund” stance as a revenue‑preserving tactic. Historically, the practice traces back to the privatisation of care homes under Margaret Thatcher. The original promise was that market competition would increase choice for residents while lowering public spending. In reality, the economics of private care demand near‑full occupancy to stay profitable, forcing operators to raise prices when referrals dip. This creates a paradox: the need for vacant beds to offer choice clashes with the profit motive to maximise occupancy, ultimately undermining the policy’s goals. For families navigating this landscape, the lesson is clear: scrutinise contracts and seek legal advice before accepting a provider’s blanket “no‑refund” policy. A vigilant approach can turn a potentially lost sum into a reclaimed right, and may pressure care‑home chains to rethink opaque refund practices.

The UK’s premier AI research centre, the Alan Turing Institute, has been instructed by its chief public funder, UK Research and Innovation (UKRI), to implement significant organisational changes. The directive follows a UKRI review that found the institute’s strategic alignment and value for money "not yet satisfactory".UKRI, which granted the institute a £100 million, five‑year funding package in 2024 and remains its largest single source of finance, said the review highlighted strong scientific foundations but a lack of clear strategic focus and delivery.Last summer, the government signalled that the institute must undergo a strategic overhaul, urging a shift toward defence and national security while downgrading work on health and the environment—previously two of its three core pillars.Leadership turbulence has accelerated the changes. Chief Executive Jean Innes resigned in September after staff unrest, and chair Doug Gurr stepped down this week to take up a permanent role at the UK competition watchdog.UKRI’s AI programme overseer, Prof. Charlotte Deane, stressed that achieving the UK’s AI ambitions requires institutions that are “focused, effective and aligned to national need.” She added that the review recognises the institute’s value but calls for significant change in several areas.To execute the recommendations, UKRI will work with the institute’s newly appointed chief executive, George Williamson, who comes from a government post centred on national security. The plan includes strengthening governance and placing defence and security at the core of the institute’s mission.The Alan Turing Institute collaborates with universities, private firms and government bodies, while UKRI invests £8 billion annually in UK research and innovation. A spokesperson for the institute acknowledged recent improvements in focus and governance but said it must move “faster and further.”“Working with funders and partners, we will be even more ambitious about the role we can play for the UK, and we welcome the confirmation of our clear, single‑purpose mission with national resilience, security and defence at its core,” the institute said.