The duo, known for their humorous product reviews and sharp social critiques, is launching three flavors of iced coffee in 300 Sainsbury’s locations starting May 1. After two years of development, the project had been kept under wraps until details began to emerge.

Lenney commented, “We tried to keep it confidential. We only had a simple landing page that we thought was intriguing enough for our fans not to understand. Yet within minutes, they discovered all three flavors and the launch details due to some metadata on the site. They’re a lively bunch, but we love them for it.”

In the buildup to their product launch, the pair dropped clues in various videos, including one from December where Lenney ran an ultra-marathon to meet Marriott for a coffee. Last week, they donned T-shirts saying “FOLLOW” and “@roddsroddsrodds” in another video.

Thanks to their teasing efforts, Rodd’s Instagram account garnered 95,000 followers even before posting its first content. The influencers believe that their foray into the coffee market won’t surprise their audience.

“For nearly seven years, we’ve been creating content and collaborating,” remarked Marriott. “It became clear to us that while working together, one of us usually had coffee in hand.”

The newly launched iced coffee is available in three varieties: cold brew waffle oat latte, cold brew oat latte, and matcha latte with vanilla, priced at £1.70 for an introductory period and £2.20 thereafter. The product is being produced in the Netherlands by AMC Global.

Marriott and Lenney are among the latest influencers to venture into the food and beverage industry, joining the ranks of prominent figures like Mr. Beast with his Feastables chocolate bars and the energy drink Prime from British YouTuber KSI and American influencer Logan Paul.

The two expressed enthusiasm about competing with established chilled coffee options, particularly by reducing sugar content and delivering a “café-quality” flavor. “When you walk into a store, you often end up with a milkshake instead of a true iced coffee. We wanted to change that sugar-laden experience,” Lenney explained.

He acknowledged that while launching a product is a new venture, their over a decade of experience in influencing has provided them with valuable business acumen.

“As influencers, you have to be adept at managing your business and team, and I see these skills translating into new projects. Certainly, this will be a learning experience as we navigate uncharted territories. We tend to have access to incredible opportunities which might be harder for others who are building businesses from scratch,” he added.

The Empire Wind project, developed by Equinor and located approximately 15 miles south of Long Island, initiated construction last year and was expected to begin generating electricity by the end of 2024.

This wind farm is planned to feature 54 turbines, each towering at 951 ft, and is expected to produce around 810 megawatts of energy. Equinor estimates that this capacity could power approximately 500,000 homes in New York.

Doug Burgum, the U.S. Secretary of the Interior, announced on social media that he is directing the Bureau of Ocean Energy Management (BOEM) to “immediately halt all construction activities on the Empire Wind Project until we can review information suggesting that the Biden administration may have expedited its approval without thorough analysis.”

Equinor, which is primarily owned by the Norwegian government, stated, “We will work directly with BOEM and the Department of the Interior to clarify the issues raised about the permits we have received. We will refrain from commenting on potential repercussions until we have more information.”

Equinor is not alone; it joins other companies like Orsted and BP that ventured into the emerging U.S. offshore wind market but faced significant financial losses due to rising costs and regulatory challenges.

The seabed lease for Empire Wind was finalized during President Trump’s initial term, and the necessary permits were granted under the Biden administration.

On his first day of his second term, President Trump mandated a halt to new offshore wind leases and permits pending a process review. He referenced “alleged legal deficiencies related to the federal government’s leasing and permitting of both onshore and offshore wind projects, which could result in severe consequences, including adverse effects on navigational safety, transportation, national security, commercial interests, and marine wildlife.”

In announcing the suspension of the Empire Wind project, Burgum referred to the review Trump had initiated and emphasized the Department of the Interior’s commitment to ensure compliance with the directions provided. This intervention surprised many within the industry, considering the project had already received full permitting.

Equinor commenced onshore construction for Empire Wind at the South Brooklyn Marine Terminal in the spring of the previous year. They noted that “marine activities will restart in spring 2025, commencing with rock placement within the lease area.”

Analysts from Jefferies remarked, “This development poses a significant risk to U.S. offshore wind initiatives and underscores the vulnerabilities associated with assets that are currently under construction or have received permits.”

According to Future Energy Networks, a representative for pipeline operators, the gas distribution networks have received over thirty inquiries regarding data centre connections within just the past six months.

This shift towards gas solutions poses a potential conflict for the UK’s aspirations in artificial intelligence (AI), as it contradicts the country’s decarbonisation objectives.

Many emerging AI companies are also considering relocating due to the high industrial energy prices in the UK, which significantly inflate the operational costs for the data centres they require, as noted by a prominent technology investor.

Rob Jesudason, CEO of Serendipity Capital, cautioned that unless the UK can provide energy costs that are competitive on a global scale, the government’s AI strategy might face failure, leading to an exodus of tech start-ups.

The current situation highlights the critical need for affordable and reliable electricity access if the UK is to fulfill its ambition of becoming a leading force in the AI sector. AI technologies demand substantial computing resources from data centres, which in turn consume large amounts of electrical power.

Developers of data centres have long expressed frustration over their challenges in securing grid connections, as many regions of the UK’s electricity network have reached full capacity, resulting in waiting times that can extend over a decade.

In a trend that threatens to derail the UK government’s decarbonisation efforts, numerous developers are now opting to avoid the overly congested electricity grid and are instead pursuing gas connections, which can be accomplished in as little as six months.

These developers plan to utilize the gas to fuel their own combined heat and power facilities. Future Energy Networks mentioned that while connections have not been completed yet, these inquiries are being actively pursued by the networks involved.

One executive from a gas network remarked during the annual UK Utilities Risk Report: “They are approaching us for gas network connections to construct mini gas power stations for their data centres, as we have the available capacity and can facilitate that easily.”

They are willing to invest in a small gas power facility to support their data centre operations because, according to the electricity network, they face prohibitive costs or extended wait times such as being told to wait until 2038 with an estimated expense of £10 million.

Jason Payne, who oversees data centre affairs at risk management firm Marsh, which collaborated on the report with Utility Week, pointed out, “Data centres are becoming an increasingly vital component of the UK economy, yet our current electricity infrastructure is failing to meet their growing power requirements. We urgently need substantial upgrades to our electricity grid to prevent an unsustainable dependence on gas infrastructures.”

Jesudason from Serendipity, a Singapore-based venture capital firm with investments in UK quantum computing, expressed concern, stating, “AI start-ups we’re in discussions with are contemplating relocation. Many countries are developing national strategies for data centres, which is not currently seen in the UK.”

He criticized the government’s renewable energy initiatives, deeming them a “reckless ideological approach,” and advocated for the construction of more nuclear power facilities to ensure lower energy prices in the future.

A spokesperson for the government responded, asserting, “Our clean power action plan will facilitate the growth of new energy-intensive industries, including data centres. The AI Energy Council will seek avenues for investments and encourage the development of low-carbon energy sources for data centres.”

“We are collaborating with Ofgem and network companies to overhaul the outdated connection processes and accelerate the establishment of new infrastructure, thus freeing up grid capacity and simplifying timely connection processes for data centres.”

She liquidated most of her belongings, storing the essentials in her mother’s loft in Scunthorpe. The van, which set her back £6,000, included a sleeping space and a kitchenette.

“I had to live frugally, even using a bucket for a toilet. However, since I worked on yachts or in private residences for extended periods, paying for a room felt wasteful,” she shared, noting that she managed to save the majority of her £5,500 monthly income while living in the van.

However, the onset of the Covid pandemic drastically reduced her work opportunities, leading to a debt accumulation of £14,000. A turning point came when a friend, who owned a wedding venue, asked her to house-sit, allowing her to gain some space and a bit of income. Subsequently, she took more house-sitting opportunities, including working as a chef in a private home in Los Angeles for two months. “They were incredibly wealthy. The house was enormous, with 12 bathrooms—ironic, considering I was still using a bucket at home,” Harrison remarked.

By May 2022, her savings had reached £50,000, enabling her to purchase a three-bedroom terraced house built in the 1900s in Falmouth, Cornwall, for £235,000. “It’s genuinely my dream home, and it definitely surpasses van life,” she said.

Unique Strategies to climb the Property Ladder

The significant rise in property prices over the last decade, alongside the escalating cost of living, has made homeownership increasingly challenging for first-time buyers. It’s no surprise that some are resorting to unconventional methods.

Lloyds Banking Group reported that the average deposit required for a home in 2024 is £61,090 with an average property price of £311,034. Property prices continue to rise, currently around 2% annually, as reported by the property site Zoopla.

While not everyone can adapt to van living, Mary Green, an advisor from Rosewood Financial Planning, suggests that setting a manageable financial target can be beneficial. “Some individuals aim to limit extra spending for a year, steering clear of takeaways, outings, or new clothing. If that feels overwhelming, try having one no-spend day per week or a couple of weekends a month without overspending.”

“I Biked to Work to Fund My Gap Year”

In 2021, Freddie Tubbs decided to embark on a journey around the world and opted to sell his cherished Ford Fiesta, cycling the 14-mile round trip to his marketing job that paid £28,000 annually.

At 31 and residing in Manchester, Tubbs explained, “Paying £600 monthly for my flat made it tricky to save.” He sold the Fiesta for £3,500 through Autotrader and purchased a second-hand hybrid bike for £150. “Once, I even took three buses to reach a friend’s birthday, and I would occasionally cycle ten miles just to attend social events.”

Alongside giving up his car, Tubbs picked up extra shifts at a local café, bringing in an additional £100 each week. By September 2022, he had saved £5,000 and spent a year exploring Southeast Asia and South America.

A high-interest savings account can enhance your savings, and long-term goals might benefit from investment options. Green noted, “A stocks and shares ISA can be an excellent choice for saving over several years due to its tax sheltering on growth.”

“For shorter-term objectives, a cash ISA could yield about 5%,” she added.

“We Lived in a Van to Fund Our Wedding”

The guests at Gary and Carrie Ann Booth’s wedding at Rampsbeck Country House Hotel in Penrith, Cumbria, were captivated by the stunning venue, unaware that the couple had spent 19 months living in a van to accumulate the £10,000 required for their special day.

Both 43, they saved £525 per month after purchasing a 12-year-old Renault Master, previously used as a passenger ambulance, for £1,300 via eBay. The van was furnished with a spacious double bed, kitchenette, and table.

“We enhanced the table, added a work surface, and bought a camping stove for meals,” Carrie Ann said.

Living with their two dogs, Mister (a collie cross) and Bucky (a border terrier), was quite simple: “We had a heater powered by the battery that could only be on for an hour. There was no running water, and we relied on head torches for light.” Carrie Ann used gym facilities for showers while Gary, who works in outdoor education, utilized his workplace amenities. They often depended on public restrooms or local supermarkets.

“Gary commuted to work in the van, and I had a small car,” shared Carrie Ann. “We varied our parking spots each night. After finishing work, I’d buy dinner and then check in with Gary about our sleeping arrangements. On weekends, we would drive into the Lake District, making it feel like a holiday.”

You can legally live in a van or motorhome as long as it is taxed, insured, and registered, and you possess a valid driving license. While there isn’t a specific law against sleeping on public roads, many local councils prohibit it. Parking in lay-bys or car parks—such as near a pub—may be acceptable, but it’s advisable to check for signage. If parking on private land, permission from the landowner is necessary.

Following their wedding, the Booths rented a three-bedroom semi-detached home in Carlisle and developed a newfound appreciation for modern amenities. “I recall flushing the toilet and thinking about how wonderful it was. Even now, occasionally, I turn on a tap and truly value it,” stated Carrie Ann.

For those not keen on sacrificing comfort, alternative strategies exist. If you work remotely, consider house or pet-sitting, suggested Claire Sweet, a financial advisor from Canterbury. If you own property, renting it out while away—pending your mortgage lender’s approval—could also be a viable option.

“Focus on effectively managing your finances,” emphasized Sweet. “For instance, leverage reward credit cards for grocery shopping, then pay off the bill entirely each month, allowing you to earn benefits without incurring extra costs.”

Would Gary and Carrie Ann repeat their van experience? “Now that we have a child, the answer is no,” she said. “But we fondly look back on our time living in the van.”

The prominent FTSE 100 bank, recognized as the largest mortgage lender in the UK, revealed that its pre-tax profits for the quarter ending March dropped to £1.5 billion, down from £1.6 billion during the same period last year. This decline was significantly impacted by a £309 million impairment charge, a substantial rise from the previous year’s £57 million.

Lloyds noted that while “asset quality remained resilient in the quarter,” it had revised its economic outlook, which included a £100 million adjustment to anticipated credit losses in response to potential risks stemming from US tariffs announced in early April.

The bank’s performance will be closely monitored by investors, given its focus on the UK market, positioning it as an indicator of the domestic economic climate. The significant tariffs implemented by Trump, which include a standard 10 percent duty on a variety of UK imports, have caused considerable uncertainty within global financial markets and raised fears regarding worldwide economic growth.

With a strong presence on the high streets, Lloyds operates various brands such as Halifax and Bank of Scotland, in addition to Birmingham Midshires, Scottish Widows, and MBNA credit cards.

The bank also offers car finance through its Black Horse brand, which is at the center of a mis-selling scandal that has affected the entire car loans sector since early last year.

This controversy revolves around the commissions paid by car finance providers to dealerships, leading to speculation that lenders might face tens of billions of pounds in customer compensation, contingent upon an upcoming Supreme Court ruling and an investigation by the Financial Conduct Authority.

Previously, Lloyds had allocated £1.15 billion for potential customer redress and opted not to increase this provision during the recent announcement.

The car finance issue presents a challenge for Charlie Nunn, the chief executive of Lloyds, who has led the bank for almost four years. He remarked: “Our differentiated business model distinguishes us in light of recent market fluctuations and economic uncertainties, enabling us to better support UK households and businesses in enhancing their financial resilience.”

A: This situation is quite prevalent. Recent surveys indicate that nearly half of UK organizations are seeking to reduce expenses due to current economic challenges.

Implementing cost cuts is a complex task that necessitates careful strategic, cultural, and operational adjustments. During prosperous times, teams often become accustomed to expansion in both personnel and budget.

As a leadership team, it’s essential to recognize this as a significant transition and communicate that message consistently. Engaging the entire organization is critical. Changing mindsets requires time, and to preserve your top talent, it’s important to ensure that everyone is on the same page.

Adopt a Precision Approach

The approach of making drastic cuts can be detrimental.

Instead, employ a precise strategy with targeted interventions. Establish a clear plan focused on specific metrics—prioritizing cost efficiency rather than aggressive growth.

Core Purpose First, Eliminate Excess

There has never been a more pertinent time to redirect focus toward your organization’s core mission. This clarity will guide all team members, including executives, in identifying areas of waste and inefficiency. The goal is to phase out activities that became established during periods of excess. Importantly, frame this renewed focus on core goals as a positive pivot.

Communicate Openly

Conduct cost-cutting measures with complete transparency. When job reductions occur, people prefer candid communication rather than sudden absences of colleagues.

Do not place blame on individuals for the organization’s challenges; instead, explain that external conditions have changed. Solicit input from your team regarding potential savings initiatives, fostering a collaborative environment.

Honesty and respect can galvanize support for your cost-saving measures. In contrast, a lack of transparency can lead to rumors and diminish productivity as employees become anxious about their job security.

Recognize and Celebrate Achievements

In difficult times, positive news is crucial. Celebrate milestones, such as maintaining jobs by eliminating certain non-essential perks.

Continue to seek new avenues for growth and opportunity. Companies that overly concentrate on cost control without exploring new business avenues are often the most vulnerable during significant market changes.

Persistence Leads to Recovery

Along with addressing immediate challenges, remain focused on the long-term vitality of your organization. Instill hope in your team that there is a promising, streamlined, and productive future ahead. In my experience, most individuals are inclined to support necessary adjustments, even if they involve short-term sacrifices.

Ann Francke serves as the chief executive of the Chartered Management Institute.

According to The Guardian, Denise and John Coates, who founded the company, have initiated discussions with American banks and advisers regarding the possibility of selling the entire business or certain assets.

Bet365 is exploring several avenues, including the option of publicly listing the company, along with the prospect of divesting a share to a private equity firm prior to an initial public offering (IPO).

Denise Coates, one of the wealthiest women in the UK, co-founded Bet365 with her brother John in 2000 and currently holds a 58% stake in the company. If the business is sold at the proposed valuation, she stands to gain over £5 billion.

In the previous year, Coates reportedly received a payout of £158.7 million, a decrease from £207.7 million the year before. Notably, during the pandemic, she earned a record payout in the UK, totaling £469 million.

The company, headquartered in Stoke-on-Trent, reported revenues of £3.7 billion for the year ending March 31, 2024, as noted in its most recent filings with Companies House. The firm rebounded from a loss of £72.6 million to achieve a pre-tax profit of £596.3 million.

Speculation regarding Bet365’s future has arisen following the announcement of its exit from the Chinese market.

The group, which holds gaming licenses in multiple countries such as Argentina, Germany, Gibraltar, and Spain, declared in March that it would “no longer be providing our services to customers in China.” They added, “The group has decided to align its focus on core competencies in key markets, consolidating resources to target sustainable long-term revenue. Consequently, Bet365 will soon cease operations in various jurisdictions.”

This decision has led some analysts to suggest that the company is withdrawing from a market that might be contentious for US investors, indicating a potential move towards expansion in the US or preparing for an IPO.

Bet365 has been approached for a statement.

Greencore, the largest producer of convenience foods and food-to-go items in the UK, has been eyeing its competitor Bakkavor Group. On Friday, Bakkavor’s founders and significant shareholders, the Icelandic Gudmundsson brothers, dismissed a second tentative offer valued at £1.1 billion in cash and shares. As per Takeover Panel regulations, Greencore must present a formal offer by April 11.

The potential merger would create a leading supplier in the food-to-go sector, boasting approximate annual revenues of £4 billion. Both companies primarily distribute through well-known retailers, including Tesco, M&S, Costa Coffee, and Shell or BP petrol stations. Such a union would provide enhanced pricing leverage against some of the industry’s toughest corporate clients. Given the UK market’s fragmentation, valued at £24 billion annually, monopoly concerns are minimal.

Management at Greggs, the bakery chain, acknowledged recently that producers have been facing increasingly challenging market conditions without overall volume growth. A significant factor contributing to this situation is the enduring post-COVID trend of continued remote work, particularly impacting city-center pubs and restaurants, which tend to be busier on Thursdays than Fridays—though this is starting to change.

Additionally, there are 11 million individuals who are not working—either from home or other venues—of whom 9.5 million are categorized as economically inactive, making them less likely to purchase commercially prepared meals. Chancellor Rachel Reeves has vowed to address these issues, but changes may take time.

Such factors have slowed the rapid growth of Greencore shares, which increased from 69.5p to 217p over the year leading to October. The possibility of issuing new shares to facilitate a takeover of Bakkavor has pressured the stock price, although it remains above the 169p level seen in January. Investors now ponder the future direction.

On a positive note, there is potential for a rebound in UK fast-food sales following the pandemic, supported by Greencore’s restoration of its dividend last year. The ‘food-to-go’ sector is believed to be operating at about 85% of pre-COVID levels, with industry sources suggesting a full recovery could take another couple of years.

The challenges facing Greencore became evident in December, when yearly results indicated a 3.4% increase in like-for-like sales—split between 1.6% from volume growth and 1.8% due to price increases. Despite this, total revenue fell by £106 million to £1.8 billion, primarily due to the shedding of underperforming contracts. Gross margins improved from 29.7% to 33.2%, even before retailers took their share of prices. Adjusted earnings before interest, taxes, depreciation, and amortization (EBITDA) climbed from £132.8 million to £153.7 million, with an enterprise value equating to 7 times EBITDA.

During a capital markets event last month, Greencore showcased new partnerships with clients like Asda and highlighted opportunities stemming from other retailers closing cafés and in-store dining services in favor of Greencore’s offerings.

Deutsche Bank analysts expressed optimism regarding Greencore’s focus on returns, setting a medium-term target exceeding 15%, up from 11.5% in the previous year. This growth target hinges on 3-5% revenue expansion and a 7% adjusted operating profit margin, though persistent inflation might pose challenges.

Analysts at Peel Hunt predict modest single-digit growth, at the lower end of management’s projections, alongside further enhancement of margins. Their forecast of 13.6p for earnings per share and 2.2p dividends this year places the shares at a prospective multiple of 14.2 times earnings with a yield of 1.14%, anticipated to adjust to 12.1 and 1.3% by the year ending September 2027.

These valuations help explain the stagnant share price experienced over winter amid a murky economic outlook this year. Should the Bakkavor acquisition materialize, Greencore shares could benefit in the long run. Advice: Hold – The firm may be at a pivotal crossroads.

Glencore

Stock markets can be unpredictable, and London’s reaction to favorable results from commodity trader Glencore has been no exception, particularly in light of management’s consideration to relocate the company’s share listing to a potentially more favorable environment. This move, seemingly beneficial for share valuation, instead saw the stock decline to an 18-month low before slightly rebounding.

This trend may affirm CEO Gary Nagle’s decisions, although it presents an odd opportunity. The relocation may not take hold until well into the next year, providing ample time for profitable developments before any decision is finalized. Additionally, a potential listing in New York could offer a more stable currency zone and a positive market environment for long-term share value.

Conversely, a concern remains regarding coal—a significant part of the commodity portfolio—in today’s net-zero climate. Furthermore, any peace agreement relating to Ukraine could likely boost supply, subsequently lowering prices. Bank of America comments, “We see no signs of price recovery in the near term.”

Nagle is also implementing cost-cutting measures at Glencore’s copper and zinc facilities in Canada due to declining processing margins, consolidating Quebec copper operations and certain US recycling sites under the zinc smelting division to boost efficiency.

Jefferies predicts that shares could drop below 10 times annual earnings in the coming years, supported by a 2.4% dividend yield.

The dynamic at Glencore remains centered around the management’s inclination for acquisitions, which has historically both hindered and propelled progress. This trend appears set to continue into the foreseeable future, making the shares primarily a wager on Nagle’s ambitious deal-making pursuits. Advice: Buy – A calculated bet on future gains.

They started by selling unwanted DVDs and kitchen items through Facebook Marketplace, along with furniture that wouldn’t fit in Kathryn’s home. “Anything that remained unsold was donated to a local charity shop, which even picked up some of the heavier items,” she recounted.

During their sorting, they discovered a collection of first-edition James Bond novels and decided to obtain professional valuation: “We suspected they had value, so we wanted to ensure we didn’t sell them for too little without consulting a specialist.”

The Dunn family reached out to their nearby auction house, Duggleby Stephenson in York, to assess the value of the Ian Fleming first editions among other books they thought might attract buyers.

Kathryn recalled childhood visits to local auctions, which were a family tradition for finding unique second-hand goods before online selling became common. “This time it felt different; the auction house seemed prestigious compared to the ones I knew. The appraiser was not particularly enthusiastic about many books, but they became excited about the Flemings,” she said.

The auction took place in January 2020, with the six books netting an impressive £1,000. “Receiving the email notifying us of the sale was a wonderful surprise. Mum was thrilled—she had originally bought them for about £5,” Kathryn shared. “She treated herself to a takeaway that evening and used the rest for living expenses.”

Understanding the Auction Process

While in-person attendance at auctions is still available, the majority of buyers now participate online, significantly widening the potential audience for sellers.

Charles Hanson of Hansons, an auction house with locations across England, notes, “The traditional image of an auctioneer in a drafty room is a thing of the past. What used to be a regional operation is now a national enterprise, allowing auction houses to sell items globally.” 

Typically, auction houses charge around 20 percent in fees, among other possible costs, so it’s crucial for sellers to clarify the fee structure beforehand.

Even though an item may not always sell, auction settings can create competition among buyers, potentially driving the final price above the house’s estimate and resulting in greater profits.

Matthew Barton of Olympia Auctions in London highlighted the open and competitive nature of auctions, stating, “It’s in the auctioneer’s best interest to maximize the sale price for each item.”

Determining the Appropriate Price

Sellers uncertain about the value of their items can typically receive initial assessments via email or messaging platforms from auction houses. “If you are unsure whether something is appropriate for auction, send a photo,” suggests Hanson.

Barton adds, “If you’re not a specialist, you might not realize the true worth of an item. Nowadays, most sellers provide images via email, allowing us to offer estimates before bringing items in.” 

Consulting an auctioneer can also provide insights into current trends and demand for collectibles, as tastes can rapidly evolve. “It’s fascinating how what was once considered valuable may change drastically in just ten years,” Hanson reflects.

Selecting the Right Auction House

The choice of auctioneer can influence the type of bidders attracted to your items. Barton advises potential sellers to conduct preliminary research, noting, “Look for specialized auctions, review past sales, and examine the expertise of the auction house.” 

A trustworthy auctioneer will direct you to the best venue for your item if it’s better suited elsewhere. Websites like The Saleroom list participating auctioneers and their offerings, or local auction houses can easily be found through online searches.

Choosing a fitting auction house is essential; different firms may cater to varying items or have wider reach on bidding platforms. Hanson emphasizes, “Research is vital to ensure you choose the right auction house for your goods.”

Auctioning items can be an enjoyable experience, as many individuals attend to watch their possessions sell. With the prevalence of online options, remote viewing has also become a popular method.

Kathryn Dunn, who lost her mother in 2023, is considering another auction: “I frequently sell second-hand goods, and selecting the right venue is critical. Social media platforms like Facebook work well for low-value items. It’s often more important to ensure that those items go to someone who appreciates them rather than focusing solely on profit.” 

“For valuable items like family heirlooms or furniture, I believe auctions represent the best opportunity to maximize return.”

From Family Heirlooms to Holidays

After years of collecting dust in the attic, Jonathan Zeigel, 62, decided it was time to clear out the art and antique furniture inherited from his parents.

“They had numerous Georgian mahogany pieces, initially thought to be investments, but with changing tastes, their value diminished,” reflected Sarah, Jonathan’s wife, 63.

They opted to sell their most valuable items, intending to use the proceeds for their sons—Marcus, 16, Hector, 23, and twins Benjamin and Thomas, 26.

Sarah remarked, “Our sons have significant autism and would be unable to handle an auction themselves in the future. I wanted to ensure our items didn’t just disappear with a house clearance after we’re gone.” 

Their first auction item sold in 2023 was a 19th-century officer’s clock, fetching £110 at Chiswick Auctions in London, less £13.20 in fees. Two artworks by Welsh painter Augustus John, purchased by Jonathan’s mother in the 1960s, sold for £500 (around £383 after fees), and a silver cutlery set garnered £560 at Hansons in London.

They utilized the funds for a family trip to Sri Lanka in October. “It was our first family holiday abroad outside of package deals, and the boys truly enjoyed it,” said Sarah.

Jonathan, a government lawyer, aims to auction his childhood stamp collection later this year, hoping for a good price while also valuing the chance to find custodians who will cherish the history behind the items.

“If you give something away, the next owner might not appreciate it,” Sarah noted. “It’s also beneficial that auction houses can provide guidance and establish reserves to avoid underpricing.”

Valuable Inheritance: A Surprising Sale

Inheriting her grandfather Ted’s watch in 2020 sparked mixed feelings for Jennifer Han, as she felt it was of little use being a non-watch wearer.

“It was a stunning Rolex with a gold face and leather strap, purchased by Grandad in the 1960s. I locked it in a drawer while contemplating its future,” she recounted, explaining how a watch enthusiast friend prompted her to seek a valuation from Bonhams in London.

After a specialist’s appraisal valued the watch between £3,000 and £4,000 last April, Han, 28, decided to list it at Sotheby’s, where auction fees are around 15 percent.

Surprisingly, Han was thrilled when she received an email post-auction stating the final bid reached £12,000. “It exceeded any expectation I had. I felt a mix of joy and being overwrought. My grandfather’s gift became something far more substantial than I envisioned. I used part of the earnings for a trip to Italy, visiting Florence and Rome, while saving the remainder,” she shared.