European tech leaders are pushing back against high-profile VCs urging founders to work seven days a week — slamming the grindset mentality as everything from “toxic” to “childish.”  “Calling on founders to work insane hours nonstop is just bad advice,” Suranga Chandratillake, general partner at Balderton Capital and former CEO of video search engine Blinkx, told TNW. “Even sprinters don’t sprint all the time — rest and reflection is just as important as putting in the work.” His comments follow a LinkedIn post on Saturday by Harry Stebbings, podcast host and 28-year-old founder of London-based venture firm 20VC. “What European founders need to realise [is that] 7 days a week is the required velocity to win right now,” he wrote, implying that they need to match the infamous grind culture of Silicon Valley.       Martin Mignot, a partner at New York-based Index Ventures, rallied behind Stebbings. In a LinkedIn post of his own, he applauded the 9am-9pm, six days a week (illegal) work culture adopted by some tech firms in China. “Forget 9 to 5, 996 is the new startup standard,” he said.  The 💜 of EU techThe latest rumblings from the EU tech scene, a story from our wise ol' founder Boris, and some questionable AI art. It's free, every week, in your inbox. Sign up now!While some echoed their views, many European tech founders and investors weren’t happy with the rhetoric. Amelia Miller, co-founder of return-to-work platform Ivee, called Stebbings’ post “unbelievably toxic.” “Only bad founders work 7 days non-stop,” she wrote. “It’s poor time management and a fast track to burnout.” Miller also said she thinks that working such long hours unfairly discriminates against parents and those with responsibilities outside the office.   Chandratillake also warned against taking advice from VCs without experience of starting and running a company. “If you’re a CEO, don’t listen to a jumped-up finance bro in a hoodie who has never done your job telling you how to do it!” he said.  The lively debate comes amid a broader conversation in European tech over whether workplace culture is holding the region back compared to the US or China.  In a podcast interview in March, Revolut boss Nik Storonsky criticised European startup entrepreneurs, saying they weren’t working hard enough and valued work-life balance too highly. Those comments followed another lively social media debate earlier this year about whether French founders lacked the “grindset” to succeed.   However, a recent survey of 128 European founders by early-stage VC firm Antler found that three-quarters of them work more than 60 hours weekly. Almost 20% of them exceeded 80 hours, challenging the notion that European founders don’t hustle.  Chandratillake said he believes that scrutinising work hours overlooks some of the real challenges founders face in Europe, such as access to late-stage financing. That said, the investor thinks there is a time and a place for the grind. “Sometimes founders have to work extremely hard and long hours, but that’s not sustainable all the time,” he said. “Building a successful company is a marathon, it takes endurance.”  European startup founders are the lifeblood of TNW Conference — and we want you there too. The tech festival takes place on June 19-20 in Amsterdam. Use the code TNWXMEDIA2025 at the ticket checkout to get 30% off. Story by Siôn Geschwindt Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehic (show all) Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicles, he's happiest sourcing a scoop, investigating the impact of emerging technologies, and even putting them to the test. He has five years of journalism experience and holds a dual degree in media and environmental science from the University of Cape Town, South Africa. When he's not writing, you can probably find Siôn out hiking, surfing, playing the drums or catering to his moderate caffeine addiction. You can contact him at: sion.geschwindt [at] protonmail [dot] com Get the TNW newsletter Get the most important tech news in your inbox each week. Also tagged with

Credit: Mashable Photo Composite/Beats Deal pricing and availability subject to change after time of publication. Learn more about how we select deals. SAVE $30: As of June 5, the Beats Fit Pro earbuds are on sale for $169.95 at Amazon. That's a 15% savings on the list price. Opens in a new window Credit: Beats Beats Fit Pro $169.95 at Amazon $199.95 Save $30 The Beats Fit Pro are back on sale at Amazon, so if you're looking for a quality pair of earbuds for a great price, look no further.As of June 5, you can save 15% on these earbuds, reduced to $169.95. This deal is specific to the volt yellow and coral pink colors. You May Also Like As with any Beats product, these earbuds offer amazing sound quality. It's incredibly immersive, not to mention powerful, and some of the best I've experienced. The noise cancellation modes are stellar, with several options on how much you want to block out surrounding noises (full cancellation, transparency, etc). This is great for outdoor activities such as running when you want to hear your music but also stay aware of those around you.They also boast a seriously impressive battery life, with a single charge lasting days (often weeks). And for those who want to use these for sports, they're a great option. The silicon tip slides into your ear seamlessly, lodging in your ear and staying put for all types of activity at all intensities. I've tested these during many sports with varying degrees of intensity, and they always stay firmly in place. Mashable Deals Want more hand-picked deals from our shopping experts? Sign up for the Mashable Deals newsletter. By clicking Sign Me Up, you confirm you are 16+ and agree to our Terms of Use and Privacy Policy. Thanks for signing up! Grab these discounted earbuds from Amazon. Lois Mackenzie Lois Mackenzie is a freelance reporter at Mashable. Over the years she has written for many publications, covering everything from the local news to the best pair of running shoes. You can find bylines in publications including Fit&Well, Metro, and Coach magazine, usually covering deals on everything from earbuds to TVs, or guides on how to beat your half marathon time.Lois also holds a Master's degree in Digital Journalism from Strathclyde University and obtained a Master of Arts in English Literature at the University of Aberdeen.

Key Takeaways New EU rules take effect June 20, 2025, requiring mobile phones and tablets to be easier and cheaper to repair, including mandatory access to spare parts for up to seven years. Devices must meet durability standards, such as resistance to drops, water, and dust, and batteries must retain 80% capacity after 800 cycles. Manufacturers must offer 5 years of software updates and grant repair professionals access to firmware and repair tools to ensure long-term device usability. Energy consumption is expected to drop, with households projected to save €98 over five years due to longer-lasting, more repairable devices. In a win for the right to repair, the European Union (EU) has released its new energy labeling and ecodesign requirements for mobile phones, tablets, and even cordless phones.  Once implemented, this would help extend the product lifetime of these devices by making them cheaper and easier to repair. Up Ahead: Long-Lasting and Easy-to-Repair Devices The new ecodesign and energy labeling regulations will apply to devices sold in the EU effective June 20, 2025. One key area is the availability of spare parts. Once the regulations take effect, critical spare parts for a device must remain available for seven years from the last day the producer stops selling it. These parts must also be available to repairers within 5–10 working days. Mobile phones, cordless phones, and tablets under the ecodesign regulations must also be resistant to scratches and accidental drops, and be protected from dust and water.  The EU also specified that batteries must withstand at least 800 charge and discharge cycles while holding 80% of their initial capacity. These measures could help ensure devices last longer, thus reducing the need to replace them and lowering their cost of ownership. The requirements go beyond just the hardware. On the software side, manufacturers must also provide at least 5 years of operating system upgrades and give professional repairers access to software or firmware.  These would allow devices to continue to run smoothly and protect them from security vulnerabilities. On top of the ecodesign requirements, the EU also specified energy labeling requirements on the applicable devices. The labels would provide information about the device’s repairability score, energy efficiency, battery longevity, dust and water protection, and resistance to accidental drops. Having clear and easy-to-understand labels can help consumers in the EU make better choices when buying phones and tablets. They’ll know at a glance whether a device can withstand drops or if the batteries will remain reliable for as long as possible. The Projected Impact of the Ecodesign and Energy Labeling Requirements With the new requirements, the EU expects a significant reduction in the energy consumption of the applicable devices. Regarding charging time, this should go down from 2.5 to 1.75 hours per day.  Also, the annual electrical consumption of high-end smartphones is projected to decrease by 25%, while it’s 23% for tablets by 2030. Making devices easier to repair is also seen to reduce the acquisition costs of devices by € 98 per household in five years. A Win for the Right to Repair, But Obstacles Lie Ahead While the EU has already made significant progress in the area of the right to repair, many countries remain well behind. In the US, for instance, only a handful of states like California and Colorado have already enacted right-to-repair laws, while most of the country has yet to catch up. Without laws like these, most manufacturers won’t have the incentive to make their devices easier to repair.  A quick look at iFixit’s smartphone repairability scores shows that only Fairphone, which scored a perfect 10, HMD (9), and Nokia (8) had high scores among current phones. At the same time, Apple’s iPhone 16 line received a respectable 7. The Fairphone 5, launched in 2023, is especially notable for its repairability. According to iFixit, it’s easy to disassemble with common tools, the battery can be replaced quickly, and manuals and replacement parts are available to DIYers. As for the others, Ifixit gave Google’s Pixel 9 series a 5 for making it difficult to remove the battery and the USB-C port and requiring a replacement adhesive to secure the screen or back glass instead of using clips or fasteners. Meanwhile, the Samsung Galaxy S23 Ultra received a 4 because the battery is attached with a strong adhesive, and repairing the screen needs a lot of disassembly. All in all, we remain hopeful that with the EU’s lead, manufacturers can finally be encouraged to make repairing their devices easier than ever before. As technology continues to evolve—from the return of 'dumbphones' to faster and sleeker computers—seasoned tech journalist, Cedric Solidon, continues to dedicate himself to writing stories that inform, empower, and connect with readers across all levels of digital literacy. With 20 years of professional writing experience, this University of the Philippines Journalism graduate has carved out a niche as a trusted voice in tech media. Whether he's breaking down the latest advancements in cybersecurity or explaining how silicon-carbon batteries can extend your phone’s battery life, his writing remains rooted in clarity, curiosity, and utility. Long before he was writing for Techreport, HP, Citrix, SAP, Globe Telecom, CyberGhost VPN, and ExpressVPN, Cedric's love for technology began at home courtesy of a Nintendo Family Computer and a stack of tech magazines. Growing up, his days were often filled with sessions of Contra, Bomberman, Red Alert 2, and the criminally underrated Crusader: No Regret. But gaming wasn't his only gateway to tech.  He devoured every T3, PCMag, and PC Gamer issue he could get his hands on, often reading them cover to cover. It wasn’t long before he explored the early web in IRC chatrooms, online forums, and fledgling tech blogs, soaking in every byte of knowledge from the late '90s and early 2000s internet boom. That fascination with tech didn’t just stick. It evolved into a full-blown calling. After graduating with a degree in Journalism, he began his writing career at the dawn of Web 2.0. What started with small editorial roles and freelance gigs soon grew into a full-fledged career. He has since collaborated with global tech leaders, lending his voice to content that bridges technical expertise with everyday usability. He’s also written annual reports for Globe Telecom and consumer-friendly guides for VPN companies like CyberGhost and ExpressVPN, empowering readers to understand the importance of digital privacy. His versatility spans not just tech journalism but also technical writing. He once worked with a local tech company developing web and mobile apps for logistics firms, crafting documentation and communication materials that brought together user-friendliness with deep technical understanding. That experience sharpened his ability to break down dense, often jargon-heavy material into content that speaks clearly to both developers and decision-makers. At the heart of his work lies a simple belief: technology should feel empowering, not intimidating. Even if the likes of smartphones and AI are now commonplace, he understands that there's still a knowledge gap, especially when it comes to hardware or the real-world benefits of new tools. His writing hopes to help close that gap. Cedric’s writing style reflects that mission. It’s friendly without being fluffy and informative without being overwhelming. Whether writing for seasoned IT professionals or casual readers curious about the latest gadgets, he focuses on how a piece of technology can improve our lives, boost our productivity, or make our work more efficient. That human-first approach makes his content feel more like a conversation than a technical manual. As his writing career progresses, his passion for tech journalism remains as strong as ever. With the growing need for accessible, responsible tech communication, he sees his role not just as a journalist but as a guide who helps readers navigate a digital world that’s often as confusing as it is exciting. From reviewing the latest devices to unpacking global tech trends, Cedric isn’t just reporting on the future; he’s helping to write it. View all articles by Cedric Solidon Our editorial process The Tech Report editorial policy is centered on providing helpful, accurate content that offers real value to our readers. We only work with experienced writers who have specific knowledge in the topics they cover, including latest developments in technology, online privacy, cryptocurrencies, software, and more. Our editorial policy ensures that each topic is researched and curated by our in-house editors. We maintain rigorous journalistic standards, and every article is 100% written by real authors.

European tech leaders are pushing back against high-profile VCs urging founders to work seven days a week — slamming the grindset mentality as everything from “toxic” to “childish.”  “Calling on founders to work insane hours nonstop is just bad advice,” Suranga Chandratillake, general partner at Balderton Capital and former CEO of video search engine Blinkx, told TNW. “Even sprinters don’t sprint all the time — rest and reflection is just as important as putting in the work.” His comments follow a LinkedIn post on Saturday by Harry Stebbings, podcast host and 28-year-old founder of London-based venture firm 20VC. “What European founders need to realise [is that] 7 days a week is the required velocity to win right now,” he wrote, implying that they need to match the infamous grind culture of Silicon Valley.       Martin Mignot, a partner at New York-based Index Ventures, rallied behind Stebbings. In a LinkedIn post of his own, he applauded the 9am-9pm, six days a week (illegal) work culture adopted by some tech firms in China. “Forget 9 to 5, 996 is the new startup standard,” he said.  While some echoed their views, many European tech founders and investors weren’t happy with the rhetoric. Amelia Miller, co-founder of return-to-work platform Ivee, called Stebbings’ post “unbelievably toxic.” Register Now “Only bad founders work 7 days non-stop,” she wrote. “It’s poor time management and a fast track to burnout.” Miller also said she thinks that working such long hours unfairly discriminates against parents and those with responsibilities outside the office.   Chandratillake also warned against taking advice from VCs without experience of starting and running a company. “If you’re a CEO, don’t listen to a jumped-up finance bro in a hoodie who has never done your job telling you how to do it!” he said.  The lively debate comes amid a broader conversation in European tech over whether workplace culture is holding the region back compared to the US or China.  In a podcast interview in March, Revolut boss Nik Storonsky criticised European startup entrepreneurs, saying they weren’t working hard enough and valued work-life balance too highly. Those comments followed another lively social media debate earlier this year about whether French founders lacked the “grindset” to succeed.   However, a recent survey of 128 European founders by early-stage VC firm Antler found that three-quarters of them work more than 60 hours weekly. Almost 20% of them exceeded 80 hours, challenging the notion that European founders don’t hustle.  Chandratillake said he believes that scrutinising work hours overlooks some of the real challenges founders face in Europe, such as access to late-stage financing. That said, the investor thinks there is a time and a place for the grind. “Sometimes founders have to work extremely hard and long hours, but that’s not sustainable all the time,” he said. “Building a successful company is a marathon, it takes endurance.”  European startup founders are the lifeblood of TNW Conference — and we want you there too. The tech festival takes place on June 19-20 in Amsterdam. Use the code TNWXMEDIA2025 at the ticket checkout to get 30% off. Story by Siôn Geschwindt Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehic (show all) Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicles, he's happiest sourcing a scoop, investigating the impact of emerging technologies, and even putting them to the test. He has five years of journalism experience and holds a dual degree in media and environmental science from the University of Cape Town, South Africa. When he's not writing, you can probably find Siôn out hiking, surfing, playing the drums or catering to his moderate caffeine addiction. You can contact him at: sion.geschwindt [at] protonmail [dot] com Get the TNW newsletter Get the most important tech news in your inbox each week. Also tagged with

Mordak served just two years as chief executive of industry charity that campaigns on sustainability issuesSmith Mordak is no longer chief executive at the UK Green Building Council (UKGBC), the organisation has said without giving a reason for their departure. Mordak, who was appointed chief executive by the charity’s board of trustees in June 2023, was replaced by former deputy chief executive Simon McWhirter at the end of May. In a post on LinkedIn, Mordak said: “After two years working as CEO of UKGBC, my tenure has come to an end.   Smith Mordak’s role as chief executive ended at the end of last month “Collaborating with such dedicated colleagues to foster a safe, fair, and sustainable built environment has been an immense privilege, and I am deeply proud of what we’ve accomplished together.” Mordak, who changed their current role on LinkedIn to freelance at the beginning of this month, said they “look forward to sharing more about my own new ventures in due course”. The UKGBC said Mordak had been chief executive until last month and there had since been a “change of leadership”, but declined to clarify why Mordak’s role had ended at the charity, which does not set fixed terms for its chief executives. “Smith brought a wealth of industry knowledge, deep technical expertise, first-hand insights of creating sustainable places, and as a passionate campaigner for action on the environmental crises and to engender an equitable society,” the organisation said. “During the last two years, we have valued the expertise and energy that they have brought to the UKGBC as the organisation continues to evolve. We would like to take this opportunity to wish them all the very best for their future endeavours.” McWhirter was appointed UKGBC director of communications, policy and places in August 2021, becoming deputy chief executive in April 2023.  He has a background spanning sustainability advocacy, communications, finance, political engagement and property development in organisations including the WWF and the Department for Energy Security and Net Zero. He said: “Having been involved with UKGBC since its formation - as a consultant, member company, and most recently deputy CEO - I know the awesome collaborative power we can bring to the challenge of positioning our buildings as a real lever for change, to tackle the climate and nature crises we’re facing”. He added: “I want to express my thanks to Smith, who was CEO until last month, for their sterling work over the past couple of years, and the support for me over that time.” UKGBC chair Judith Everett said: “Simon brings strong relationships across the built environment sector, government and our partners, attuned to the nature and climate crises we face. His sector experience across domestic and international networks, and – supported by UKGBC’s passionate and capable team – makes him well-placed to lead this next phase.” The appointment comes as the UKGBC launches a new team providing market and development advice, composed of sustainability experts from firms including Arup, Cundall, WSP and Mott MacDonald.

It's the same every year. Like clockwork, both social media and real media clamour to do what they do best: moan. Not about politics. Not about the trains. Not even about the weather. No, it's Glastonbury Festival time, which means it's time for the annual whinge-fest over how much it costs and how bad the line-up is. It's a tradition as sacred as Glastonbury itself. Within minutes of the headliners being announced, someone somewhere will tweet "WHO?" as if that settles the matter. The tickets, they declare, are extortionate. The food is overpriced. The toilets are... well, they're not wrong there, to be fair. And yet Glastonbury sells out. Every. Single. Time. In minutes. Not hours, not days, but minutes; just 35 of them, this time around. A digital stampede of fans crashes the ticketing servers, elbows each other out of the virtual queue, and desperately parts with £373.50 of their hard-earned cash. If people really thought it wasn't worth it, why would that happen? Deep down, Glastonbury fans know it is worth it. Not just for the vibes. Not just for the bragging rights. In terms of basic maths alone, it remains a much cheaper way to see all your favourite bands compared with buying tickets to individual gigs. Let's break it down. From this year's stacked, genre-hopping, generation-spanning line-up, these are my 10 ride-or-die bands, the ones I'm determined to see come hell or high water at this year's Glastonbury. And next to them is a reasonable estimate of how much it would cost to see them individually on tour. Alanis Morissette: £60-£135 Charli XCX: £85-£200+ English Teacher: £25-£35 Gracie Abrams: £100-£400+ John Fogerty: £35-£130+ Lola Young: £25-£40 Olivia Rodrigo: £120-£200+ Raye: £50-£100+ Wet Leg: £30-£40 Wolf Alice: £40-£60 You can quickly see how these individual tickets would add up, and that's before the beer-soaked chips and £17 parking surcharges at the O2. But at Glastonbury, they're all included, alongside more than two thousand other acts. Plus five nights of camping, firewood, circus performers, standup comedy, theatre performers, secret gigs, DnB raves, late-night poetry slams, kids' clubs, drone shows, the visionary chaos of Shangri-La, a bloke dressed as a badger doing tai chi at 4am, and the very real possibility of watching Chris Martin duet with a kestrel. All for less than the price of one premium Olivia Rodrigo ticket at the Birmingham NEC with a half-decent sightline. © Amy Fern © George Harrison © Amy Fern No one involved with the festival will ever say this out loud... but in truth, this is underpricing. Glastonbury doesn't cost too much; it's that it's charging less than it's worth. The organisers know it, the scalpers know it, and deep down, so do we. Why else would the event remain massively oversubscribed year after year? The lesson for freelancers Herein lies the lesson for anyone who's ever said yes to a freelance gig, then immediately regretted it because the fee barely covers your oat milk habit. Every time you flinch at raising our rates, worrying, "What if they say no?" you need to remember that people will always complain about the price. But then they pay it anyway, if what you're offering is good. Just like a Glastonbury ticket, your work has value that goes beyond the sum of its parts. Clients might baulk at a day rate, grumble at a quote, or attempt the classic "Can you do it for exposure?". But if they really want you, they'll find the budget. Sure, you could try to undercut your peers. Offer the cheapest design package. Throw in extra concepts for free. Discount your fee before they even ask. But all that gets you is the creative equivalent of being the sad burger stand next to the rave tent: underpaid, undervalued, and slightly sticky. Here's the uncomfortable truth: clients don't always know what things should cost. They base their expectations on their last hire, a Fiverr ad, or what their mate's cousin paid a graphic design student in 2017. © George Harrison © Yushy Pachnanda © JodyHartley But it's not your job to price yourself within their comfort zone. It's your job to price yourself according to your value. If clients can't afford you, that's not rejection; that's redirection. Someone else—someone better, someone ready—will always pay you what you're worth. Just like someone always buys the last Glastonbury ticket. So ignore the noise. Just like the festival, you're not for everyone, and that's fine. Your rates should make you feel slightly nervous, not make your client feel overly comfortable. That's how you grow. That's how you stay booked. That's how you avoid burnout and build a business rather than a bargain bin. In other words, next time you feel the urge to knock 20% off your quote "just to be safe", picture yourself standing in a Somerset field surrounded by 200,000 sweaty strangers who all agreed—despite the price, despite the moaning, despite the toilets—that it was absolutely worth it. And then charge accordingly.

TL;DR: Accounting can be costly, but small business owners can now score pro-level accounting tools with a one-time payment of $250 for Intuit QuickBooks Desktop Pro Plus 2024. For small business owners seeking a reliable and cost-effective accounting solution, Intuit QuickBooks Desktop Pro Plus 2024 is now offering a lifetime license for a one-time payment of $249.99 (reg. $699). This version provides robust features designed to streamline your business’s financial management without the burden of recurring subscription fees.​ Let’s dive into what QuickBooks comes with to simplify your accounting needs: Enhanced reporting: Access advanced reporting tools, including custom dashboards and reports, to gain deeper insights into your business finances.​ Inventory management: Track inventory with improved reports and manage stock more efficiently to prevent shortages or overbuying. Data security: Your business can become vulnerable to bad actors, which is why QuickBooks has AES 256-bit encryption—the industry-leading security standard—to ensure your financial data is protected. User-friendly interface: Navigate through an updated and intuitive interface, all designed to make it easy to manage your business accounting tasks.​ With a lifetime license, you’ll never need to pay for a pesky subscription again. This version is optimized for Windows 10 and 11, so be sure that your PC’s operating system meets download requirements before purchasing. Whether you’re a freelancer, contractor, or small business owner, you can streamline your finance management by grabbing this Intuit QuickBooks Desktop Pro Plus 2024 lifetime subscription, now available for $249.99 (reg. $699) while supplies last. Intuit QuickBooks Desktop Pro Plus 2024 (1 User) for Windows: Lifetime LicenseSee Deal StackSocial prices subject to change.

The report, Europe’s Moonshot Moment, found that the continent has over 280 software companies generating more than €100 million in annual recurring revenue (ARR). These scaleups include the likes of Spotify, Revolut, Adyen, and Vinted. However, European software businesses that reach the €100 million ARR threshold take 15 years on average to get there. That’s five years longer than their US peers, the report found. Europe also lags in birthing software giants. While 5–10% of US firms reaching €100 million in ARR subsequently scale to €1 billion, fewer than 3% of their European peers reach that milestone. The report highlighted some of the reasons for this stalled growth: fragmented markets, conservative corporate norms, and a slower flow of late-stage capital relative to early-stage investment. Turning point? Register Now Despite the hurdles, the report’s authors are confident that all the ingredients for Europe’s success in software are now in place. “Europe already holds the essentials to create the world’s next generation of software champions: deep talent pools, vibrant founder networks, and a rapidly maturing capital base,” said Ruben Schaubroeck, senior partner at McKinsey. While Europe lost out to Silicon Valley firms like Google and Microsoft in the early internet era, emerging technologies like AI may offer a new opening for the region’s tech startups. Geopolitical shifts could also drive governments to invest in local tech ecosystems and rethink digital sovereignty, said the report. “There’s no denying that European tech has faced structural barriers, but we’re at a genuine inflection point,” Phill Robinson, CEO and co-founder at Boardwave, told TNW. “New technology arenas, geopolitics, and an evolving operating environment are creating a unique opportunity for Europe to boost innovation.” Now Europe must turn that potential into profits, the report argues. To that end, it suggests five key interventions to boost Europe’s software ecosystem: Expand late-stage funding Encourage experienced founders to start new companies Make it easier for sales and marketing teams to work across borders and help startups grow faster Encourage more large firms in Europe to buy software from European startups by offering government support or financial incentives Strengthen public-private partnerships to de-risk new technologies Scaling up European tech The McKinsey/Boardwave report comes hot on the heels of the EU’s landmark Startup and Scaleup Strategy, launched last week. The plan set out several reforms designed to remove barriers to growth for the bloc’s early-stage companies. “If implemented boldly, and most importantly quickly, it can help Europe move from fragmented success stories to systemic, continent-wide scale; otherwise, we risk being left behind,” said Robinson, commenting on the new strategy. The EU’s proposal includes provisions for a long-awaited “28th regime,” which would allow companies to operate under a single set of rules across the 27 member states. It is intended to reduce headaches around taxes, employment rules, and insolvency. Robinson said he believes the EU’s new strategy will strengthen Europe’s software ecosystem by making it easier to operate across borders. “We need to act as one innovation ecosystem, not 27 different ones,” he said. “That’s what makes this Europe’s moonshot moment. If we connect and act now, we can lead. And not just in Europe, but globally.” Story by Siôn Geschwindt Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehic (show all) Siôn is a freelance science and technology reporter, specialising in climate and energy. From nuclear fusion breakthroughs to electric vehicles, he's happiest sourcing a scoop, investigating the impact of emerging technologies, and even putting them to the test. He has five years of journalism experience and holds a dual degree in media and environmental science from the University of Cape Town, South Africa. When he's not writing, you can probably find Siôn out hiking, surfing, playing the drums or catering to his moderate caffeine addiction. You can contact him at: sion.geschwindt [at] protonmail [dot] com Get the TNW newsletter Get the most important tech news in your inbox each week. Also tagged with

Joao-Pierre S. Ruth, Senior EditorJune 2, 20255 Min ReadJG Photography via Alamy Stock PhotoProviding services to steel mills and mines around the world can call for real-world, heavy lifting. So when Phoenix Global decided it was time for digital transformation as new leadership took the helm, it needed a fresh plan to embrace the cloud.Jeff Suellentrop, chief information and technology officer for Phoenix Global, says the company works with some 17 steel mill sites in the US and abroad, offering slag remediation and metals recovery. “We operate all the heavy equipment, large loaders, dump trucks and basically all the heavy equipment in the steel mill,” he says. “We help process the byproduct of slags.”Slag is the byproduct of steelmaking, in which impurities are removed from the metal. Suellentrop says his company works with slag to help reclaim precious metals to return to the steelmaking process. The part of the byproduct not returned to steelmaking gets crushed and sold to construction and other industrial agencies. “It’s a very renewable process,” he says.Removing the Weight of Legacy TechServicing steel mills is Phoenix Global’s main business, Suellentrop says, with contracts that can last from five through 20 years. “It’s a fairly unique business, fairly complex compared to traditional order-to-cash type of process.Related:That includes very large asset purchases at the onset with tens of millions of dollars spent on equipment to initiate a contract, he says. “We manage all that equipment, all the personnel, and we also maintenance all that equipment.”This all requires a fairly long selling process, with each site built independently. Phoenix Global had a legacy ERP system in place, Suellentrop says, but the unique needs of the sites led to fragmented data that was not very integrated. “Our goal was to get what we call activity-based management, near real-time activity-based management,” he says.The company wanted to start fresh, jettison all the tech debt, and process debt to have a fully integrated, modernized organization. “We’ve replaced every technology in the company in the last two years,” Suellentrop says.Unfettered by the CloudThe core of that change, he says, was cloud-based SAP ERP software, for all of Phoenix Global’s finance, purchasing, processing tech, supply chain, contract management, plans, and telematics. Phoenix Global tapped Syntax Systems to transition to SAP S/4HANA Cloud.Suellentrop says his company is still deploying SAP at its sites, working toward 100% deployment, which will include mobile assets such as connecting loaders and dump trucks. “You can imagine all the telematics data, hours, fuel consumption,” he says. The system includes connecting some 1,700 associates around the world, integrating data, inventory, and managing maintenance shops through SAP. “We’ve taken out all of the hand offs; it’s all automated," Suellentrop says. “We’ve literally taken days out of the turn-around time and driven up utilization of the equipment, saved millions of dollars on inventory.”Related:Maintenance, for example, has been streamlined to let technicians work directly through SAP to order repair parts that would be available that same day. “It’s a fairly high volume of data when it comes to all the information around the assets, asset maintenance, and then obviously tracking of all the different activities and resources,” he says. “Our goal with activity-based management basically is to see near real-time P&L by site to allow us to make near real-time decisions which help us service our customer better.”In prior years, Phoenix Global saw spot implementations of new solutions for certain needs. After Suellentrop joined the company in March 2023, he was asked to architect the complete digital overhaul and digital transformation for the company. “I’m responsible, from the executive team, for that digital transformation and beginning this activity-based management,” he says. “Digital to me is really delivering it at the speed of business and creating a force multiplier. We literally changed every technology, jettisoned almost all of the legacy processes, and displaced them with best practices.”Related:That allowed Phoenix Global to get rid of unintegrated and poor processes, Suellentrop says, and leapfrog to best practices. “More importantly, it allowed us to standardize the whole data set,” he says, which meant not much data grooming was needed, quickening its use with AI. “We basically took out a whole challenge with deploying AI.”New Leadership, New StrategySuellentrop joined Phoenix Global as it emerged from a reorganization, which he says gave the company the chance to start fresh with a new leadership team that had a goal of driving improvements across the board. That included the adoption of AI and a reimagining of the business model. “The steel industry has not embraced digital quite at the pace of some other industries,” he says.The transformation plan aimed for increased safety, profitability, and efficiency. “We went into this with very distinct outcomes, how we saw this business running in the future, and then we basically align the technology to deliver those outcomes,” Suellentrop says. “I can’t stress the importance of that enough, because we had a very clear vision from the leadership team … it takes immense sponsorship, obviously, to jettison all old processes and go to best practices.”That type of change management, he says, included telling staff that processes they followed day to day, perhaps for as long as 15 years, would change. This included digitizing everything, Suellentrop says, including analog records, even for operators driving trucks. “We got rid of all the paper and pencils,” he says. “We’ve deployed tablets; we automated so they didn’t have to enter some things. We want to minimize the human data entry.”Maintenance technicians now use tablets, he says, which allows them to manage work orders, order parts, and plan their workloads.Phoenix Global plans to finish deploying the new system and operating model in the US this year with international sites to follow in 2026, Suellentrop says. “We’re doing financial planning. We have several new AI value-adders that we’re layering on this year in the plants that are deployed … we can hyper tune our processes and our profitability because we’ve got a much higher level of detail.”About the AuthorJoao-Pierre S. RuthSenior EditorJoao-Pierre S. Ruth covers tech policy, including ethics, privacy, legislation, and risk; fintech; code strategy; and cloud & edge computing for InformationWeek. He has been a journalist for more than 25 years, reporting on business and technology first in New Jersey, then covering the New York tech startup community, and later as a freelancer for such outlets as TheStreet, Investopedia, and Street Fight.See more from Joao-Pierre S. RuthWebinarsMore WebinarsReportsMore ReportsNever Miss a Beat: Get a snapshot of the issues affecting the IT industry straight to your inbox.SIGN-UPYou May Also Like