Big Boss Interview

Britain should stop taxing workers and start taxing robots, according to the chief executive of one of the country's biggest recruitment firms, who says the UK's tax system is pointing in entirely the wrong direction at the worst possible moment.
James Reed, CEO of Reed Recruitment, told the Big Boss Interview that the government is taxing employers who hire young people "to pick up beer glasses in gardens" whilst letting AI and automation — the technologies actively replacing those workers — go entirely untaxed. His mantra: "Back humans, tax robots." And he wants the next prime minister and chancellor to make it the centrepiece of a wholesale redesign of how Britain raises revenue.
Reed argues this is not a fringe idea but an inevitability. "Taxation follows wealth," he said. "When you see these companies being valued at over a trillion, that's where the action is. So that's where the taxation should follow." He envisions transaction-based levies on AI services and automation — "rather like VAT" — or surcharges on businesses that replace human workers with machines. He acknowledged it would "take some designing" but said the principle is simple: the robots are generating the wealth, so the robots should be taxed.
The urgency, he said, is driven by the collision of two forces. The first is the October 2024 budget, which Reed described as a "historic mistake." The £25 billion employers' National Insurance increase was, in his words, "a tax on jobs" that caused clients to cancel hiring within a week and has driven businesses towards automation and offshoring at precisely the moment AI makes both easier than ever.
The second force is AI itself. Reed warned it is "burning through entry-level jobs," destroying opportunities for young people at a pace the country is not prepared for. He said Britain is behaving like "rabbits looking into the headlights" of these changes, with no collective strategy for what happens when the jobs disappear — and with them, the income tax, employees' National Insurance and employers' National Insurance that fund public services.
Reed was unequivocal about the political response required. Asked whether there should be a new chancellor, he said: "Yes, absolutely. The incumbent made the decisions that caused the damage." He called the current period one of the toughest in his 30 years as chief executive, ranking alongside the financial crisis of 2008 and the early days of the pandemic — but worse in one respect. "In 2008 and 2020, there was a sense that we need to sort this out. I don't see that at the moment."
The consequences are already visible in the data. Vacancy numbers on reed.co.uk have been in decline for three years. National statistics show vacancies have fallen from over a million to around 700,000 — fewer than before the pandemic. But it is the graduate jobs market that tells the starkest story. Graduate vacancies on Reed's platform have collapsed from 180,000 to 50,000 in four years, and are still falling. The hardest-hit group is 21 to 25-year-olds, many of whom emerged from university with degrees that have, in Reed's words, "no currency out there in the world."
This led Reed to question the value of university itself. He said many graduates feel "mis-sold," that apprentices in their early twenties are now "way ahead" of their university-educated peers, and that the idea of half the country's young people attending university is "very outdated." Britain, he said, has been "ridiculously snobby about trades" — which he believes are the jobs of the future. He proposed a "three-lane superhighway" in which a third of school leavers go to university, a third do apprenticeships, and a third go straight into work with a short-term employer subsidy to help them get started.
Presenter: Sean Farrington
Producer: Olie D'Albertanson
Editor Henry Jones
Image Courtesy of Reed Recruitment
03:05 A real moment of opportunity and good opportunity for a reset.
04:18 The need for a new Chancellor
10:25 The need to change course on taxation around jobs
12:05 AI is burning through entry-level jobs
13:09 One of the toughest periods since 2008 (the financial crisis)
13:47 Back humans, tax robots
23:03 Is University still worth it?
35:40 Applicants being ghosted by employers
41:00 Spelling mistakes on CVs now positively sought after
44:01 Big tech companies need to pay more tax: "back humans, tax robots" pt 2

Mondelēz International, the company behind Cadbury, Oreo, Toblerone and Ritz, has warned that future European investment could bypass the UK if regulatory instability persists.
Chief executive Dirk Van de Put says the UK is the company’s second-biggest market globally and contributes more than £2.3 billion to the economy each year, supporting 12,000 jobs and spending £1.3 billion with more than 1,000 UK suppliers. But he is sharply critical of food and drink being left out of the government’s industrial strategy, despite representing around a quarter of industrial turnover. He says the sector is being taken for granted and warns that repeated policy shifts have already cost Mondelēz £40 million in reformulation work that was then superseded by further changes. Asked whether future investment could go elsewhere in Europe because of government policy, he says: “Yes, of course.”
Van de Put also defends Mondelēz’s decision to continue operating in Russia, despite acknowledging the company pays taxes there that contribute to the war in Ukraine. He argues that withdrawal would have put 3,000 employees out of work, left 10,000 farmers without a buyer, and likely handed confiscated plants to Kremlin-linked interests that could generate even more money for the Russian state. He says: “I’m not pleased about that,” but maintains that staying was “not the most popular decision” but “the right decision”.
The conflict in Ukraine is not theoretical for Mondelēz. Van de Put reveals that the company’s office building in Ukraine was hit on the morning of the interview, and its factories have been struck and rebuilt twice at a cost of tens of millions. He also said staff were evacuated to neighbouring countries during the worst of the fighting.
More broadly, he describes the past two years as the toughest of his 30-year career. Wars, inflation, oil prices, packaging costs, fertiliser markets and weak household budgets have created cascading pressure across the business. He says global consumer confidence is among the worst he has ever seen.
The cocoa supply chain has also suffered its worst disruption in at least 40 years. Concentrated production in Ghana and Ivory Coast, endemic crop disease and back-to-back extreme weather events drove an 18 per cent fall in harvests and sent prices soaring. Two stronger crops have eased the immediate pressure, but Van de Put says the structural fragility remains and the sector needs long-term intervention from governments, companies and farming communities.
He also pushes back against the backlash against processed food, saying: “The world cannot live without processed foods.” He argues that processing is essential to food preservation and global food security, though he accepts the industry must continue to make products healthier.
On GLP-1 weight loss drugs, Van de Put says Mondelēz is not yet seeing a material impact, but expects the trend to reshape consumer habits over time. He sees the drugs as broadly positive and says the company is adapting through acquisitions in protein and health snacking, including Grenade, Clif Bar and Perfect Snacks, as well as developing products with more protein, fibre and cleaner ingredients.
Presenter: Leanna Byrne
Producer: Olie D’Albertanson
Editor: Henry Jones
0:00 Will and Leanna intro the podcast
03:01 Dirk Van de Put interview begins / His background as a vet
08:53 Forces shaping the business: wars, tariffs, climate, cocoa, regulation, GLP-1 drugs
13:25 Europe as a difficult market / Consumer confidence at historic lows16:28 Continuing operations in Russia / Moral decisions & taxes funding the war
21:51 Cocoa supply chain crisis, El Niño & prices
24:27 Consumer pricing, shrinkflation & recipe integrity
29:30 UK industrial strategy: food industry left out
33:00 Future investment in UK & HFSS regulation
36:07 Education vs. regulation on obesity & weight loss drugs
41:48 Acquisitions (Grenade, Clif Bar) & protein/fibre trends
43:50 Chocolate tasters & "tasting Neanderthal" confession

The next great wave of demand for artificial intelligence chips could come not from chatbots, but from humanoid robots caring for ageing populations. That is the prediction of Wendell Huang, chief financial officer of TSMC, the Taiwanese company that manufactures the world’s most advanced semiconductors. As countries grapple with rapidly ageing societies, Huang sees robot carers and autonomous vehicles as major commercial frontiers beyond the current boom in AI data centres.
TSMC is already struggling to keep pace with demand. Huang says the company is expanding as fast as it can across Taiwan, the United States, Japan and Germany, but new fabrication plants take two to three years to build and a further year or two to reach full production. Despite concerns about overinvestment, he rejects the idea that AI is a bubble, describing it as a “multi-year structural megatrend” backed by the financial strength of the world’s biggest cloud and technology companies.
The most advanced chips will continue to be ramped up in Taiwan, Huang says, because research and manufacturing teams need to work in close proximity. Recreating Taiwan’s semiconductor ecosystem in the US will take at least five to ten years, even though TSMC’s Arizona lab has now matched the yield of its mother lab in Taiwan.
Huang is also pointed about Elon Musk’s stated ambition to manufacture chips. “There’s no shortcut in semiconductor manufacturing,” he says, arguing that government subsidies alone cannot guarantee success in the foundry business. TSMC’s advantage, he suggests, rests on technology, execution and nearly four decades of customer trust.
Geopolitics remain unavoidable. TSMC sits at the centre of US-China tensions over technology and Taiwan, but Huang declines to be drawn on the politics, insisting the company builds capacity according to customer demand rather than government instruction. On export controls and reports of chips reaching China through third parties, he says TSMC has robust compliance systems, while acknowledging the limits of tracing products once they leave its facilities.
Presenter: Suranjana Tewari
Producer: Jaltson Akkanath Chummar& Olie D'Albertanson
Picture Courtesy of Taiwan Semiconductor Manufacturing Company, LTD
3:10 The AI chip landscape
5:21 Is the AI boom a bubble?
7:28 Humanoid robots and the future of AI demand
8:14 Will AI replace jobs?
10:25 Will cutting-edge chips stay in Taiwan?
13:27 Huawei and Chinese chip ambitions
19:08 TSMC on receiving US government subsidies
19:27 Elon Musk's chip-making ambitions
20:45 Middle East, supply chains and stockpiling
21:35 Talent challenges and cultural adjustment in Arizona

Debenhams was once one of the biggest names on the British high street. Founded in 1778, it collapsed into administration before being rescued in 2024 and rebuilt as a digital-only marketplace. Now, under chief executive Dan Finley, Debenhams Group is back to growth after reporting a £350 million loss in the year to February 2025. Finley argues the business is now one of the biggest turnarounds in recent UK retail history, with the Debenhams brand generating £654 million in annual revenue and a marketplace model built around 25,000 brands across fashion, home and beauty.
But his biggest fight is not just with the legacy of the high street. It is with China's fast fashion giants. Shein and Temu have disrupted the UK market, and Finley says the brands in his group — Boohoo and PrettyLittleThing among them, once the original online fashion disruptors — have taken a hit. He admits they have had a tough time but says the fightback is under way, with the group dusting itself off and competing again. The challenge is compounded by the de minimis tax exemption, which allows low-value parcels to enter the UK without import duties. Finley says this gives Chinese platforms a structural cost advantage over British retailers, which pay UK taxes, employ British workers and comply with domestic safety regulation. The government has committed to closing the loophole by 2029, but Finley wants action within 12 months, pointing to the United States, which moved in six months, and the EU, which begins rolling out changes from July.
There is also pressure closer to home. Frasers Group, controlled by Mike Ashley, owns close to 30 per cent of Debenhams Group and recently blocked the formal company name change from Boohoo to Debenhams Group. Finley says the business already operates as Debenhams Group in practice, trades under the stock market ticker "DEBS", and remains focused on delivering value for all shareholders. His own incentive plan is tied to a dramatic target: taking the share price from around 23p to £3, an 18-fold increase sustained over two years, creating more than £4 billion in shareholder value. Finley calls it a big challenge, but says he is determined to get there.
The next stage of the turnaround is built around AI and agentic commerce. Debenhams has struck a partnership with Meta and is preparing for a future where consumers shop through platforms such as ChatGPT and Perplexity. Internally, AI is being used to scale marketing content from a single photo shoot into millions of personalised assets, while a partnership with Multiverse will deliver more than 100 AI apprenticeships for staff. Finley describes AI as a "snakes and ladders moment" for both companies and individuals.
What is not coming back is the department store. Finley rules out a return to physical retail and says Debenhams' future is entirely digital. His ambition is for the brand to become "to retail what Spotify is to music": a curated marketplace where shoppers can discover thousands of brands in one place.
Presenter: Will Bain
Producer: Olie D'Albertanson
Editor: Henry Jones
00:00 Will and Sean intro pod
02:00 Dan Finley on the Debenhams turnaround
13:57 Frasers/Mike Ashley standoff
17:19 18x share price target
18:26 De minimis loophole benefitting Shein/Temu.
21:15 Fast fashion fight-back & influencer growth
27:50 AI and agentic commerce push
33:13 No return to physical stores

Jackie Jantos, CEO of Hinge, says the cost of living is reshaping dating habits, with daytime meet-ups becoming more common and traditional drinks dates becoming less popular as younger people look for cheaper ways to meet in person.
She argues that AI should help users express themselves rather than speak on their behalf, rejecting suggestions that AI is making online dating less authentic. Hinge has introduced a range of AI-powered tools, including features that help users improve profiles, start conversations and reconsider potentially offensive messages before sending them. Jantos defends these interventions, saying they encourage reflection rather than creating a filtered version of users online.
Jantos says it "breaks her heart" that some young people are turning to AI chatbots for emotional support instead of confiding in friends, arguing that difficult conversations and human connection remain essential parts of building relationships. She points to research showing high levels of loneliness among Gen Z and says younger generations are spending significantly less time together in person than previous cohorts.
Jantos also discusses the wider dating-app industry, arguing that Hinge is continuing to grow despite broader challenges across the sector. She attributes that growth to the company's focus on helping users to meet in person and ultimately leave the app altogether.
Presenter: Sean Farrington
Producer: Jeevan Nerwan
Editor: Olivia Baron
03:18 Gen Z loneliness and isolation
07:19 Hinge’s growth compared to other dating apps
09:18 Growth in the UK and the gender balance
15:20 AI features on the app and authenticity
32:37 The younger generation's relationship with AI
36:12 Age restrictions on social media usage
39:20 Tinder and other Match Group apps
42:25 Is “Designed to be deleted” at odds with the business model?
46:20 The cost of living crisis is leading to growth in daytime dating as opposed to traditional bar dates
54:46 Her career in tech, including roles at Spotify