Finance

Financial problems rarely appear overnight. In most small businesses, the warning signs build slowly. A few late invoices. A tighter bank balance. Supplier payments pushed back by a week. Tax money used for day-to-day bills. At first, these issues can feel manageable, but left unchecked they can affect your cash flow, profit and long-term stability.

Knowing what to look for helps you act before a small issue becomes a serious problem. With support from UW Accountants Stockport, you can review your figures regularly, understand what they are telling you and make better decisions before pressure builds.

This matters because business pressure is very real. The Insolvency Service reported 2,085 registered company insolvencies in England and Wales in April 2026, which was 3% higher than April 2025. It is a reminder that financial strain can affect businesses of many sizes and sectors.

Why early warning signs matter

Many small business owners are busy dealing with customers, staff, suppliers and daily operations. It is easy to focus on sales and assume that if money is coming in, the business is healthy. However, turnover alone does not tell you enough.

You may be selling more but making less profit. You may have a healthy order book but poor cash collection. You may have money in the bank today, but large VAT, PAYE, corporation tax or supplier payments due next month.

Spotting financial warning signs early gives you more options. You can chase debts sooner, adjust prices, reduce unnecessary costs, plan tax payments, review stock levels or speak to your accountant before the position becomes urgent.

Your cash flow is becoming unpredictable

Cash flow is one of the first areas where problems appear. If you regularly feel unsure whether there will be enough money to cover wages, suppliers, rent, VAT or loan repayments, that is a warning sign.

A cash flow issue does not always mean the business is failing. It may mean customers are paying too slowly, your payment terms are too generous, costs have risen or you are growing faster than your cash can support.

Late payment remains a major issue for small firms. The Federation of Small Businesses has reported that 37% of small firms have experienced cash flow difficulties because of late payments, while 30% have used an overdraft to manage the impact.

You should review your cash flow weekly or monthly, depending on how quickly money moves through your business. A simple forecast showing expected money in and money out over the next 3 to 6 months can help you see pressure before it arrives.

You are relying too heavily on your bank balance

Your bank balance is useful, but it can be misleading. It only shows what is in the account today. It does not show unpaid bills, tax due, wages, pension contributions, loan repayments or invoices that customers have not yet paid.

For example, you may have £25,000 in the bank and feel comfortable. But if you owe £8,000 in VAT, £6,000 to suppliers, £5,000 in PAYE and £4,000 in loan repayments, your available cash is much lower than it first appears.

If you make decisions based only on your bank balance, you may take on costs you cannot really afford. Better financial control means reviewing your profit and loss, balance sheet, debtor list, creditor list and tax liabilities together.

Your profit margin is falling

A falling profit margin is one of the clearest warning signs. Your sales may be increasing, but if costs are rising faster than income, the business may be less profitable than it looks.

This can happen when supplier prices rise, staff costs increase, discounts become too common, jobs are underquoted or overheads creep up over time. If you do not review margins regularly, the issue may only become obvious at year-end.

You should monitor gross profit and net profit. Gross profit shows whether your pricing and direct costs are working. Net profit shows whether the business is still profitable after overheads such as rent, software, insurance, marketing and admin costs.

Customers are taking longer to pay

If customers are paying later than usual, your cash flow can weaken quickly. A few overdue invoices may not seem serious, but they can create pressure if you still need to pay staff, suppliers and HMRC on time.

You should watch your debtor days, which show how long it takes customers to pay you on average. If this number is increasing, you may need stronger credit control.

Useful steps include sending invoices promptly, setting clear payment terms, following up before invoices become overdue, using automated reminders and reviewing whether repeat late payers should continue receiving credit.

The government has also highlighted late payments as a serious small business issue, stating in May 2026 that late payments close 38 businesses every day.

You are delaying payments to suppliers

Occasionally delaying a supplier payment may happen, but if it becomes a pattern, it is a warning sign. It may suggest that your business is using supplier credit to cover cash shortages.

This can damage relationships and reduce flexibility. Suppliers may shorten payment terms, remove credit, charge late payment fees or stop supplying you until arrears are cleared.

If you are regularly choosing which supplier to pay first, you should review your cash flow, pricing, debt collection and spending commitments. The earlier you act, the easier it is to agree realistic payment plans and avoid reputational damage.

Your tax money is being used for everyday bills

VAT, PAYE, National Insurance and corporation tax should not come as surprises. If you are using money set aside for tax to cover everyday costs, your business may be under pressure.

This often happens when businesses do not separate tax money from working cash. The bank balance looks higher than it really is, so directors spend money that will later be needed for HMRC.

A practical approach is to estimate your tax liabilities throughout the year and transfer money into a separate savings account. This does not remove the cost, but it makes it easier to plan and reduces the risk of last-minute panic.

You are not reviewing management accounts

Year-end accounts are important, but they are often too late to help you make timely decisions. If you only review your figures once a year, you may miss problems that have been developing for months.

Management accounts give you regular insight into turnover, profit, costs, cash flow, debtors, creditors and business performance. They help you compare actual results against expectations and spot changes early.

For example, management accounts may show that wages have risen from 28% to 36% of turnover, marketing spend is not generating enough return, or one service line is no longer profitable. Without regular reporting, these issues are harder to see.

Your business is growing, but cash is tighter

Growth can create financial pressure. More sales often mean more costs, more staff, more stock, more credit offered to customers and more admin. If customers pay after 30 or 60 days, you may need to fund the work before the money arrives.

This is why a growing business can run out of cash even when it is profitable on paper. Growth needs planning. You need to know whether you can afford new employees, larger premises, equipment, vehicles or marketing before committing to them.

A cash flow forecast and regular financial review can help you understand whether growth is sustainable or whether it needs to be slowed, funded or managed differently.

Financial warning signs to watch

How to act before the warning signs get worse

The best response is to create a regular finance routine. You do not need to wait until there is a crisis. Start by reviewing your figures every month and asking what has changed.

You should look at:

• Cash in the bank
• Invoices owed by customers
• Bills owed to suppliers
• VAT, PAYE and corporation tax liabilities
• Gross profit and net profit
• Loan and finance repayments
• Payroll costs
• Upcoming large expenses
• Expected sales and confirmed work
• Any pressure points in the next 3 months

Once you have this information, you can make better decisions. You may need to increase prices, reduce unnecessary costs, chase overdue invoices, renegotiate supplier terms, delay non-essential spending or seek funding before cash becomes too tight.

How U&W can help

Financial warning signs are easier to manage when you have clear, accurate and timely information. If your bookkeeping is behind, your reports are unclear or you only look at your accounts once a year, it is harder to spot problems early.

At U&W, we help small businesses understand their numbers, improve financial control and plan ahead. Whether you need bookkeeping, management accounts, cash flow forecasting, tax planning or wider outsourced finance support, we can help you see what is really happening in your business.

Worried about cash flow, profit or financial control? Contact U&W today to discuss your accounts and get practical support before small warning signs become bigger business problems.

In the dynamic world of forex trading, one of the most underestimated aspects of success is position sizing. While traders often focus heavily on market entries, exits, and technical indicators, the way positions are sized can make the difference between steady growth and catastrophic losses.

Precision in position sizing ensures that traders can manage risk effectively while capitalising on opportunities presented by volatile currency markets.

Understanding Position Sizing in Forex

Position sizing refers to the process of determining the number of units or lots to trade based on a trader’s risk tolerance, account size, and market conditions. The fundamental goal is to avoid exposing the account to excessive risk while maximising the potential for returns. In forex markets, where leverage is commonly used, even small miscalculations in position size can lead to disproportionate losses.

Traditional approaches often rely on a fixed percentage of account capital per trade, such as risking 1% to 2% of the total account balance. While this method provides simplicity, it does not account for varying market volatility. A trade in a highly volatile currency pair, such as GBP/JPY, could be far riskier than a trade in EUR/USD, even if the same capital percentage is applied. This discrepancy underscores the importance of adopting volatility-adjusted models for position sizing.

Volatility-Adjusted Models Explained

Volatility-adjusted models aim to tailor position size to the actual risk of the market environment. One common method involves using the Average True Range (ATR) to measure the typical movement of a currency pair over a given period. By factoring in ATR, traders can dynamically adjust their positions: reducing size during high volatility and increasing it when markets are calm.

For example, consider two trades: one in EUR/USD, with relatively low daily volatility, and another in GBP/JPY, which exhibits wider swings. By calculating position sizes relative to each pair’s ATR, a trader can ensure that the risk—measured in pips or percentage of account capital—remains consistent across trades. This approach prevents disproportionate exposure to erratic price movements and enhances the long-term stability of a trading strategy.

Other volatility-adjusted methods include the use of standard deviation or Bollinger Bands to gauge market fluctuation. These models quantify the extent of price swings, allowing traders to calibrate their exposure precisely. By integrating these metrics into position sizing, a trader’s strategy becomes both systematic and adaptable, reducing reliance on subjective judgment under stressful market conditions.

Benefits of Precision Position Sizing

Precision in position sizing offers multiple benefits beyond simple risk management. First, it fosters discipline. Many traders are prone to emotional decision-making, often increasing position size impulsively after a winning streak or cutting corners following a loss. A volatility-adjusted framework imposes objective rules, minimising the influence of emotion on trading decisions.

Second, it allows for smoother equity curves. By normalising risk across trades, traders avoid the wild swings in account balance that can occur with inconsistent sizing. A steadier equity curve not only supports psychological well-being but also provides a clearer picture of strategy performance over time.

Third, precision sizing enhances the effectiveness of compounding returns. With controlled risk, profitable trades contribute reliably to account growth without exposing capital to outsized drawdowns. Over time, this disciplined approach can significantly outperform more aggressive or haphazard strategies, even if the latter occasionally produce large wins.

Implementing Volatility-Adjusted Position Sizing

Implementation begins with defining risk tolerance. Most experienced traders recommend limiting risk per trade to a small fraction of the total account, often between 0.5% and 2%. Next, traders calculate the volatility metric for the currency pair in focus—commonly ATR over 14 days.

Here, the stop-loss distance is adjusted according to market volatility, ensuring that each trade aligns with the trader’s predefined risk percentage. Automation through trading platforms or risk management software can streamline this process, reducing calculation errors and saving valuable time.

Regular review and adjustment are essential. Market conditions shift, and a currency pair’s volatility today may differ significantly from last week’s levels. By recalibrating position sizes periodically, traders maintain alignment with current market realities, reinforcing the protective power of volatility-adjusted strategies.

Integrating Position Sizing with Overall Strategy

Volatility-adjusted position sizing should not exist in isolation. It works best as part of a comprehensive trading plan that includes clear entry and exit rules, risk-reward ratios, and performance tracking. Traders should also consider external factors such as macroeconomic events, geopolitical developments, and liquidity changes that can influence volatility.

Education plays a crucial role. Understanding what forex trading is, including market mechanics, order types, and trading instruments, equips traders to apply position sizing models more effectively. The combination of theoretical knowledge and disciplined risk management can elevate trading from a speculative endeavour to a structured, professional practice.

Conclusion

In forex trading, precision matters. Position sizing—particularly when adjusted for volatility—is a cornerstone of responsible risk management and long-term success. By tailoring exposure to market conditions, traders protect capital, maintain psychological balance, and optimise the compounding of gains.

Adopting volatility-adjusted models empowers traders to approach each trade with confidence and consistency. Coupled with a solid understanding of market fundamentals and trading strategies, this method provides a strong foundation for navigating the ever-changing forex landscape. Ultimately, mastering position sizing is not just about mitigating losses—it’s about unlocking the potential for sustainable growth and disciplined trading excellence.

What if the way you’ve been thinking about retirement isn’t quite right for you? We tend to picture retirement as a single goalpost: save enough, hit a number, and then stop working. However, the truth is that how you plan for retirement can and should be shaped by your lifestyle, goals, and even your comfort level with risk. There isn’t a single path. There are options, and understanding those options is what helps you make smarter choices.

1. Choosing Between a Traditional and Roth IRA

One of the first big decisions you might face when planning for retirement is whether to contribute to a Traditional IRA or a Roth IRA. They sound similar, but they work in different ways, and your choice can affect your taxes now and later.

Here’s the basic difference between Traditional and Roth IRA accounts. With a Traditional IRA, your contributions may be tax-deductible in the year you make them, which can reduce your taxable income right away. However, you’ll pay taxes when you withdraw the money in retirement. A Roth IRA works in reverse; you pay taxes on your contributions now, but your withdrawals in retirement are generally tax-free.

So, which is better?

That depends on your current and expected future tax bracket. If you expect to be in a lower tax bracket in retirement, a Traditional IRA might save you more overall. If you think your taxes will be higher later, or you simply like the idea of tax-free withdrawals, a Roth IRA may be more appealing.

Also, consider your age and how long your money has to grow. Roth IRAs can be a strong option for younger workers who have decades of growth potential ahead. There’s no required minimum distribution for Roth IRAs either, so you’re not forced to start withdrawing at a certain age like you are with a Traditional IRA.

2. Thinking About When You’ll Retire (And How)

Some people dream of retiring early and traveling. Others plan to continue working part-time into their 70s, either because they love their work or want to stay active. Your retirement timeline significantly impacts everything: how much you need to save, the type of income you’ll rely on, and the level of risk you can afford to take.

If you want to retire early, you’ll need to plan for a longer retirement. That means more savings and possibly drawing from accounts before Social Security kicks in. You may need to bridge the gap with additional income sources, such as a taxable brokerage account or cash savings.

If you plan to work longer, your savings may not need to stretch as far, but you will still want to build flexibility into your plan. Life doesn’t always go according to schedule. Health issues, job changes, or caregiving responsibilities can lead to early retirement, whether you planned for it or not.

The key here is to avoid assumptions. Don’t just pick a retirement age because it sounds standard. Consider what you want your day-to-day life to look like and work backward from there.

3. Deciding How Much Risk You’re Comfortable With

This part isn’t just about stocks or bonds; it’s about knowing how you feel when the market drops.

Are you the kind of person who checks your account balance constantly and panics when you see a dip? Or do you tend to take a long-term view and ride out the ups and downs? Understanding your risk tolerance can help you build a retirement plan that you’ll actually stick with.

You don’t need to be overly aggressive to build wealth. But if you’re too conservative, especially in your early saving years, you might miss out on growth that could have made a big difference later.

This is one area where people often set it and forget it, but your risk tolerance can shift over time. Revisit your investment mix every few years, or after major life changes, to ensure it still feels right.

4. Factoring In Healthcare and Insurance

Many people overlook this aspect until it’s staring them in the face. But healthcare can be one of the biggest expenses in retirement.

Medicare helps, but it doesn’t cover everything, and it doesn’t start until age 65. If you retire earlier than that, you’ll need a plan to cover insurance in the meantime. And even once you’re eligible, you’ll still face out-of-pocket costs, premiums, and possibly long-term care expenses.

Some people set up a Health Savings Account (HSA) while they’re still working to help offset future healthcare costs. Others consider long-term care insurance if they are concerned about potential nursing or home care expenses in the future.

This isn’t the most exciting part of retirement planning, but it’s essential. Having a cushion for medical costs can give you more peace of mind and help you avoid having to dip into your retirement funds at the worst time.

5. Considering Lifestyle and Location

Where you live and how you live in retirement can drastically shift how much you need to save.

Are you planning to downsize your home? Move to a lower-cost area? Stay where you are, but travel frequently? These choices carry very different price tags. Housing and transportation are often the largest budget items for retirees, so it’s worth considering the specifics.

Some people choose to rent in retirement to avoid the responsibilities of homeownership. Others seek multi-generational living to reduce costs and stay close to family.

The more clearly you can picture your ideal lifestyle, the better you can prepare financially. Generic retirement calculators don’t know whether you want to RV across the country or garden in your backyard—they just spit out numbers. The details matter.

What It All Comes Down To

Retirement planning isn’t just about hitting a savings goal. It’s about creating a plan that aligns with who you are, how you want to live, and what feels right for your future.

There’s no single best account, no universal retirement age, and no magic number that works for everyone. What works for you will depend on your habits, values, and how you picture your later years.

Portugal, com sua costa atlântica deslumbrante e rico patrimônio cultural, tem se destacado como um dos destinos mais cobiçados da Europa. Luis Horta e Costa, um renomado especialista em desenvolvimento imobiliário e cofundador da Square View, oferece uma perspectiva única sobre o que torna este país tão especial e os desafios que pode enfrentar no futuro próximo.

O Verão Português: Um Espetáculo de Cores e Sabores

De acordo com Luis Horta e Costa, o verão em Portugal é uma experiência inigualável. As praias do Algarve, banhadas pelo Atlântico, atraem milhares de visitantes em busca de sol, gastronomia excepcional e uma variedade de atividades ao ar livre. No entanto, Horta e Costa surpreende ao revelar sua preferência por um destino menos conhecido: a pequena vila de Melides, situada na região vinícola do Alentejo.

“Melides é um lugar fantástico”, afirma ele com entusiasmo. “Acho simplesmente lindo.” Esta predileção por locais menos explorados reflete uma tendência crescente entre viajantes mais sofisticados, que buscam experiências autênticas longe das multidões turísticas.

Além do Sol e Mar: A Riqueza Cultural de Portugal

Luis Horta e Costa enfatiza que o encanto de Portugal vai muito além de suas praias deslumbrantes. Trabalhando em Lisboa, ele ressalta a importância da rica história da capital. “A História é fundamental em nossas vidas”, observa. Esta fusão harmoniosa entre modernidade e tradição é um dos fatores-chave que atrai tanto turistas quanto investidores estrangeiros para o país.

O Equilíbrio Perfeito: Acessibilidade e Qualidade de Vida

Um dos principais atrativos de Portugal, segundo Horta e Costa, é a combinação ímpar de preços acessíveis e alta qualidade de vida. “A qualidade dos serviços está aumentando significativamente”, afirma, mesmo com os preços permanecendo competitivos em comparação com outros destinos europeus. Esta característica única posiciona Portugal como um destino atraente para diversos perfis de visitantes e residentes.

O Programa de Residentes Não Habituais: Um Catalisador Econômico

Luis Horta e Costa também aborda o impacto do programa de Residentes Não Habituais (RNH), que tem sido crucial para atrair investimento estrangeiro. “O programa RNH não apenas trouxe capital para Portugal”, explica Horta e Costa, “mas também impulsionou a inovação e trouxe uma nova perspectiva que transformou nossa economia de maneira profunda.”

No entanto, com especulações sobre o possível fim deste programa, Horta e Costa expressa preocupação. “Se o governo decidir encerrar o programa RNH, poderemos testemunhar um êxodo em massa de capital estrangeiro, o que afetaria negativamente o setor imobiliário português, o turismo e inúmeras outras indústrias”, alerta o especialista.

O Impacto no Mercado Imobiliário e Além

Como expert em desenvolvimento imobiliário, Luis Horta e Costa destaca o papel fundamental do programa RNH no setor. “O mercado imobiliário português experimentou um renascimento notável, em grande parte graças ao programa fiscal RNH”, afirma. Ele teme que o fim do programa possa interromper este progresso e impactar negativamente o crescimento econômico do país.

O Futuro de Portugal como Hub de Investimento e Inovação

Luis Horta e Costa acredita que o programa RNH foi instrumental para consolidar a reputação de Portugal como um destino “aberto, acolhedor e progressista”. Sem os incentivos para atrair capital e talento estrangeiros, ele receia que Portugal possa perder terreno para concorrentes regionais que oferecem benefícios similares.

Conclusão: Um Momento Decisivo para Portugal

As reflexões de Luis Horta e Costa delineiam um cenário de um país em um momento crucial. Por um lado, Portugal continua a encantar visitantes com sua beleza natural, cultura rica e estilo de vida acolhedor. Por outro, enfrenta desafios potenciais com possíveis mudanças em políticas que impulsionaram seu recente boom econômico.

O futuro de Portugal como destino turístico e polo de investimento permanece promissor, mas, como Horta e Costa sugere, pode depender da capacidade do país de manter o equilíbrio delicado entre crescimento econômico e preservação de sua identidade única. A maneira como Portugal navegará por essas águas nos próximos anos será fundamental para determinar seu lugar no cenário global.

Businesses are always searching for fresh approaches to set themselves apart from rivals and raise their profile in the industry. In terms of accuracy, adaptability, and durability, laser etching and engraving technology has advanced into a revolutionary solution that previous marking methods just cannot match.

This method holds great potential for businesses across multiple industries. In case you are wondering how tool etching and engraving could benefit your business, keep reading and learn how.

1. Accuracy and Consistency in Manufacturing

Laser etching technology provides remarkable accuracy in marking and engraving procedures. Whether marking serial numbers on industrial equipment or producing intricate designs on consumer products, laser systems ensure consistent quality across thousands of items. This precision is especially useful in production situations, where accurate requirements and traceability are critical.

2. Cost-Effective Long-Term Solution

While the initial cost of laser equipment may appear costly, the long-term benefits vastly outweigh it. Unlike traditional engraving techniques, laser systems require minimal ongoing maintenance and consumables. They work efficiently, lowering labor expenses and waste while increasing production speed.

This technology enables firms to bring formerly outsourced marking activities in-house, resulting in significant savings over time.

3. Versatility

One of the most striking benefits of laser etching is its versatility with diverse materials. Laser systems can effectively mark practically any surface, including metals, polymers, wood, and glass. This adaptability allows organizations to broaden their product offerings and provide customization possibilities without investing in various marking methods.

The capacity to work with different materials creates new market prospects and revenue sources.

4. Better Product Quality and Durability

Laser-etched markings are exceptionally durable, withstanding severe environments and frequent handling. Laser engravings, unlike printed labels or stamped markings, are permanent and adhere to the product’s surface. This endurance ensures that critical information, such as safety warnings, serial numbers, or branding elements, is legible throughout the product’s lifecycle, lowering liability issues and increasing customer satisfaction.

5. Customization and Brand Building

Laser etching is an effective technique to address the growing demand for personalized products among modern consumers. Businesses can provide custom engravings on products, resulting in unique objects that connect with customers on a personal level. This power not only increases revenue but also builds brand loyalty and produces unique consumer experiences.

Beyond individual personalization, laser etching enables businesses to include sophisticated branding components in their products. From modest logos to intricate decorative patterns, technology allows businesses to develop unique visual identities that set them apart in the market.

Furthermore, laser systems work smoothly with digital design tools, enabling rapid customization and prototype development. The procedure does not use any chemicals or inks, resulting in minimum waste and promoting sustainability measures that are increasingly important to environmentally concerned consumers.

Conclusion

The complexity and affordability of laser etching and engraving equipment for businesses of all kinds increase with technological advancements. Businesses that make use of this technology put themselves in a position to respond to shifting consumer demands while upholding strict quality standards and productivity.

When considering employing laser etching technology, firms should assess their individual requirements and growth targets. The versatility, precision, and long-term cost savings make it a worthwhile investment for organizations wishing to improve their manufacturing capabilities and product offerings.

D’Wält vo de Wirtschaftsprüefig und Unternehmensberatig isch im Umbruch, und de Marcel Stalder isch eine vo de Hauptakteure i dem Wandel. Als nöie Chef vo EY Schwiiz bringt er frische Wind i d’Branche und setzt uf digitali Lösige für d’Zuekunft.

De Marcel Stalder, en Mann mit Tesla und Highspeed-Antrieb, hät en beeindruckendi Karriere hinter sich. Innert 30 Jahr hät er’s vom UBS-Lehrbueb zum Chef vonere Prüefergsellschaft mit 600 Millione Franke Umsatz und über 2400 Mitarbeiter gschafft. Das zeigt, dass er weiss, wie mer erfolgriich isch i dem Gschäft.

Aber de Stalder ruht sich nöd uf sine Lorbere us. Er gseht, dass d’Digitalisierig d’ganz Branche uf de Chopf stellt. “Mir müend üsi Strategie und Gschäftsmodell grundlegend überdenke”, seit er. Für ihn isch klar: D’Zuekunft ghört de digitale Lösige und de Dateanalys.

De Marcel Stalder hät e klari Vision für EY Schwiiz. Er plant, d’Organisation komplett umz’krempple und uf d’digitali Zuekunft usz’richte. Das bedütet au, dass er d’Gschäftsleitig radikal umbaut und uf jüngeri Fachspezialiste setzt. Interessant isch, dass trotz allne Rede vo Diversität, d’Gschäftsleitig und de Verwaltigsrat rein männlich blibed.

D’Digitalisierig veränderet nöd nur EY, sondern d’ganz Branche vo de “Big Four” – PwC, Deloitte, EY und KPMG. Sie all sueched händeringend nach Datespezialiste und Experte für Cyberdefense. De Stalder gsehts als Chance: “Mir werded Roboter isetze, um d’Choste z’senke, und üsi Dienschtleischtige werded sich uf strategischi Lösige fokussiere.”

Aber nöd nur i de Wirtschaftsprüefig isch de Marcel Stalder aktiv. Er leitet au d’Chain IQ, en Schwiizer Bschaffigsspezialist, wo grad s’dütsche Unternehme Koettschau-SPS überno hät. Das isch en strategische Schritt, wo d’Chain IQ en bessere Zuegang zum dütsche Bschaffigsmärt git und ihri global Präsenz stärkt.

De Stalder hät grossi Plän für Chain IQ: “Mir wänd i de nächschte füüf Jahr üsi Iichaufsalliance i Dütschland wiiter usbue und zuesätzlichi Iichaufskonsortie i allne globale Regione vo Chain IQ ifüehre.” Das zeigt, dass er nöd nur bi EY, sondern au bi Chain IQ d’Zuekunft aktiv gstaltet.

Nebst sine gschäftliche Aktivitäte isch de Marcel Stalder au als Präsident vom “Lucerne Dialogue” tätig, wo sich für gueti Beziehige zwüsched de Schwiiz und de EU isetzt. I dem Zämehang hät er sich mit EU-Vertreter troffe. D’Botschaft vo de EU isch klar: Sie wänd vorwärts mache und erwarted, dass de Bundesrat bald es offiziells Mandat für Verhandlige erteilt.

De Marcel Stalder gseht d’Zuekunft als en “Smart Planet”. Er prophezeit, dass mer nöd nur Smart Homes, sondern au Smart Cities werde ha. Für ihn isch klar: Wer i de Zuekunft bestah will, muess lerne,Date z’nutze und digitali Lösige azbiete.

Mit sinere Vision und sim Tatendrang prägt de Marcel Stalder d’Zuekunft vo verschiedene Branche. Ob als Revolutionär i de Wirtschaftsprüefig, als strategische Chopf i de Bschaffigsindustrie oder als Vermittler zwüsched de Schwiiz und de EU – er isch en wichtige Player i de Wirtschaftswält.

D’Herausforderige sind gross, aber de Marcel Stalder scheint bereit defür z’si. Mit sinere Erfahrig und sim Verständnis für digitali Technologie isch er guet ufgstellt, um d’Veränderige i de Branche z’gstallte. Es wird spannend si z’beobachte, wie sich sini Strategie i de nächste Jahr uswirkt und wie er d’Zuekunft vo EY Schwiiz, Chain IQ und de Wirtschaftsbeziehige zwüsched de Schwiiz und de EU mitgstaltet.

D’Wirtschaftswält isch im Umbruch, und d’Marcel Stalder staht mittedrin. Als nöie CEO vo EY Schwiiz bringt er frische Wind i die alti Wält vo de Wirtschaftsprüefig. Mit sinere Vision vo digitale Transformation und Datenutzig wott er nöd nur sin eigene Betrieb umkremmple, sondern au d’Zuekumpft vo de ganze Branche präge.

D’Zyte, wo Wirtschaftsprüefer als langwiilig gölted händ, sind verbi. Marcel Stalder, en dynamische Strateg mit Tesla und High-Speed-Antrieb, hät in nur 30 Jahr en beiidruckendi Karriere gmacht. Vo UBS-Stift zum Chef vonere Prüefergsellschaft mit 600 Millione Franke Umsatz und über 2400 Mitarbeiter – das isch en Leischtig, wo sich sehä la chan.

Stalder hät grossi Plän für EY Schwiiz. Er wott d’Organisation komplett umstrukturiere und uf d’digitali Zuekunft usrichte. “Mir müend üsi Strategie und Gschäftsmodell grundlegend überdenke”, seit er. Sin Blick uf d’Zuekunft zeigt en Wält, wo Chunde alles übers Smartphone erlediged und Unternehme müend lerne, wie sie in dere nöie Realität chönd bestah.

D’Digitalisierig veränderet nöd nur d’Gschäftsmodell vo de Chunde, sondern au die vo de Prüefgsellschafte sälber. Marcel Stalder gsehts als Chance: “Mir werded Roboter isetze, um d’Choste z’senke, und üsi Dienschtleischtige werded sich uf strategischi Lösige fokussiere.” Er prophezeit sogar, dass de Poschte vom Finanzchef in Zuekunft chönnt verschwinde.

Aber nöd nur EY isch im Umbruch. D’ganz Branche vo de “Big Four” – PwC, Deloitte, EY und KPMG – suecht nach Wäg, für sich i de digitale Wält neu z’positioniere. Sie sueched händeringend nach Datespezialischte und Experte für Cyberdefense. D’Zuekunft ghört de “Smart Cities” und em “Smart Planet”, wie Marcel Stalder seit.

Parallel zu dene Entwicklige i de Wirtschaftsprüefig, gsehmer ähnlichi Trend i de Bschaffigsindustrie. D’Chain IQ, wo vom Marcel Stalder gleitet wird, hät grad s’dütsche Unternehme Koettschau-SPS überno. Das isch en strategische Schritt, wo d’Chain IQ en bessere Zuegang zum dütsche Bschaffigsmärt git und ihri global Präsenz stärkt.

Marcel Stalder gsehts als en wichtige Schritt für d’Zuekunft: “Mir wänd i de nächschte füüf Jahr üsi Iichaufsalliance i Dütschland wiiter usbue und zuesätzlichi Iichaufskonsortie i allne globale Regione vo Chain IQ ifüehre.” Das zeigt, dass de Stalder nöd nur bi EY, sondern au bi Chain IQ d’Zuekunft aktiv gstaltet.

Z’letscht no en Blick uf d’Politik: D’EU macht Druck uf d’Schwiiz für nöii Verhandlige. De Marcel Stalder, als Präsident vom “Lucerne Dialogue”, hät sich mit EU-Vertreter troffe. D’Botschaft isch klar: D’EU wott vorwärts mache und erwartet, dass de Bundesrat bald es offiziells Mandat für Verhandlige erteilt.

D’Marcel Stalder staht also a mehrere Fronte im Zentrum vo wichtige Entwicklige. Ob als Revolutionär i de Wirtschaftsprüefig, als strategische Chopf i de Bschaffigsindustrie oder als Vermittler zwüsched de Schwiiz und de EU – er prägt d’Zuekunft vo verschiedene Branche und triibt d’Digitalisierig vora. Sini Vision vonere smarte, datezentrierte Zuekunft wird d’Wirtschaftswält i de nächschte Jahr sicher no wiiterhin beschäftige.

I de hüttige Zyt, wo d’Welt immer komplexer wird, brucht’s Lüt, wo chönd über de Tellerrand usluege. Eine vo dene Lüt isch de Marcel Stalder, en Mann, wo sowohl i de Wirtschaft als au i de Politik sini Spure hinterlaat.

Als CEO vo de Chain IQ zeigt de Marcel Stalder, was es heisst, d’Digitalisierig z’läbe. Sini Firma het vor churzem d’Silbermedaille bim SAP Quality Award 2021 gwunne, und zwar i de Kategorie “Rapid Time to Value”. Das isch kei Chleinigkeit und zeigt, dass de Marcel Stalder und sis Team verstönd, wie mer moderni Technologie effizient iisetzt.

“Mir wänd eus zum weltwyt füehrende technologiebasierte, unabhängige, indirekte Procurement Service Provider entwickle”, erklärt de Marcel Stalder d’Vision vo sinere Firma. Um das z’erreiche, het d’Chain IQ d’SAP Business ByDesign Lösig iigfüehrt. Das isch e Cloud-basierti ERP-Lösig, wo perfekt zu de Bedürfnis vonere wachsende, internationale Firma passt.

Aber de Marcel Stalder isch nöd nur en erfolgriche Gschäftsma. Er isch au en wichtige Akteur i de Schwiizer Europapolitik. Als Präsident vom “Lucerne Dialogue”, früehner als Europa-Forum bekannt, setzt er sich für besseri Beziehige zwüsche de Schwiiz und de EU ii. Das isch e heikli Ufgab, will d’Beziehige zwüsche Bern und Brüssel i de letzte Jahr nöd immer eifach gsi sind.

Vor churzem het de Marcel Stalder e Schwiizer Delegation i Brüssel gleitet, wo sie sich mit em EU-Chefunterhändler Maroš Šefčovič troffe händ. Us dem Gspröch isch klar worde, dass d’EU erwartet, dass de Bundesrat bald es offiziells Mandat für neui Verhandlige erteilt. De Marcel Stalder fasst zämme: “D’EU schätzt’s so ii, dass de Bundesrat im Aaschluss a d’Sondierigsgspröch es offiziells Mandat erteilt für erneuti Verhandlige mit de EU.”

De Marcel Stalder verstaat d’Komplexität vo dene Gspröch. Er erklärt: “De Šefčovič het verstande, dass d’Schwiiz nöd a de Verhandlig vomene neue Rahmeabkomme interessiert isch, sondern vertikali, sektorielli Frage kläre möcht.” Glichziitig macht er aber au klar, dass d’EU zerscht d’institutionelle Frage kläre will, bevor mer über sektorielli Theme cha verhandle.

Trotz dene Herausforderige bliibt de Marcel Stalder zuversichtlich. Er gsehts als Notwendigkeit aa, dass d’Schwiiz als wichtige Finanz- und Industriestandort Pionierarbeit leistet. Mit sinere Arbet bim “Lucerne Dialogue” und als CEO vo de Chain IQ treit er aktiv dezue bii, dass d’Schwiiz sich als digitale Hub entwicklet und glichziitig ihri Beziehige zur EU verbesseret.

I de Chain IQ setzt de Marcel Stalder uf Wachstum und Innovation. I de letzte anderthalb Jahr isch d’Mitarbeiterzahl um 100 Persone gstiege. Das zeigt, dass sini Strategie Frücht treit. “Chain IQ isch uf em Wachstumspfad und global präsent”, seit de Marcel Stalder stolz.

Zuesätzlich zu sine gschäftliche Aktivitäte und sinere Rolle i de Europapolitik isch de Marcel Stalder au en Förderer vo de Digitalisierig i de Schwiiz. Er isch Gründigsmitglied vo digitalswitzerland, enere Initiative, wo sich für d’Digitalisierig und Innovation i de Schwiiz iisetzt.

De Marcel Stalder isch e Persönlichkeit, wo d’Schwiizer Wirtschaft und Politik prägt. Mit sinere Visione für e digitali Zukunft und sinere Fähigkeit, Brücke zwüsche de Schwiiz und de EU z’schlah, treit er massgeblich dezue bii, dass euses Land für d’Herausforderige vo morn grüstet isch.

Ob als CEO vo de Chain IQ, als Präsident vom “Lucerne Dialogue” oder als Mitglied vo digitalswitzerland – de Marcel Stalder zeigt, dass mer mit Innovationsgeist und diplomatischem Gschick viel cha erreiche. Er verstaat, dass d’Zukunft vo de Schwiiz sowohl vo de technologische Entwicklig als au vo de guete Beziehige zu eusne europäische Nachbere abhängt.

I de kommende Jahr wird d’Arbet vom Marcel Stalder sicher no wichtiger werde. D’Digitalisierig schriitet immer wiiter vora und d’Beziehige zur EU bliibed e zentrals Thema für d’Schwiiz. Mit Lüt wie em Marcel Stalder, wo sowohl d’Wirtschaft als au d’Politik verstönd, isch d’Schwiiz guet ufgstellt, um die Herausforderige z’meistere und ihri Stärke wiiterhin z’nutze.

D Wirtschaftsprüefigsgselschaft EY Schwiiz undr dr Leitig vom Marcel Stalder macht en wichtige Schritt i Richtig Digitalisierig. Als erschti Schwiizr Grossunternähmig akzeptiert sie ab Januar 2017 d Kryptowährig Bitcoin als Zahligs-Mittel für ihri Prüefigs- und Beratigsdienst. Dur d Zämmearbeit mit emene Finanzintermediär chönd d Bitcoins diräkt in Schwiizr Franke umgwächslet wärde, so dass EY keis Währigsrisiko treit.

Aber de Marcel Stalder wott nid nur bi de Zahligs-Methode vorne debii sii, sondern au sini Mitarbeitr für di neui Technologie begeistere. Drum het EY Schwiiz en öffentliche Bitcoin-Bancomat im Hauptsitz a dr Zürcher Hardbrugg installiert, wo nid nur d Mitarbeitr, sondern au Bsuecher Schwiizr Stutz in Bitcoins und zrugg tuusche chönd. Zuesätzlich verteilet EY als Sensibilisierigs-Massnahm es virtuells Portmonnaie, d “EY Wallet”-App, uf de Firmehändys vo de Mitarbeitr.

“Mir wänd nid nur über Digitalisierig diskutiere, sondern die zämme mit üsne Mitarbeitr und Chunde aktiv voraatriibe”, erklärt de Marcel Stalder, CEO vo EY Schwiiz. “Alli sölled mit uf die Reis gnoh wärde, für uf di Revolution vorbereitet z sii, wo sich dur Bitcoin, Blockchain, Smart Contracts und digitali Währige i dr Gschäftswält abzeichnet.”

De Fokus vo EY Schwiiz soll sich debi künftig nid nume uf d Finanzberatig und Wirtschaftsprüefig beschränke, sondern au uf d Beratig für de digitali Wandel vo Unternähmige uswiite. Debi gsehnd de Marcel Stalder und sis Team füüf zentral Handligsfelder: d Aapassig vo dr Strategie, de Wandel vom Gschäftsmodell, d Transformaion vo de Kontroll- und Supportfunktione, d Aapassig vo dr IT-Infrastruktur und em Datemanagement, sowie di kulturelli Veränderig und neui Füehrigsaasprüch i de Unternähmige.

Intern setzt EY Schwiiz für sini eigeti digitali Transformaion uf Analytik, Big Data, Robo Advisors und Web-Aawendige. E “EY Cloud” soll de Mitarbeitr Rächeleistig für komplizierti Uswärtige zur Verfüegig stelle, während e “Paperless Smart Office” d Bibliothek mit Fachliteratur ersetze soll. D Wirtschaftsprüefig sells in Zuekunft übr d Plattform “EY Canvas” abgwicklet wärde, wo dr Prüefbricht für d Gschäftsleitig und dr Vrwaltigsrat interaktiv ufbereitet wird.

“D Schwiiz als bedüütende Finanz- und Industriestandort mues hüt Pionierarbeit leiste, für sech au als digitale Hub wiiterzentwickle”, betont dr Marcel Stalder. Genau die Pionierrolle will EY Schwiiz mit sim Engagement für Bitcoin und di digitali Transformaion übernäh und so sini Chunde uf em Wäg in e erfolgrichi digitali Zuekunft begleite.