TG Jones, previously known as WH Smith before its rebranding last year, currently operates more than 450 stores with 4,700 staff (mostly in the UK).

But it is now set to close 150 of those stores as part of a “restructuring” plan which was approved by the High Court on Wednesday (July 1).

TG Jones to close 150 stores as part of “restructuring” plan

TG Jones said the store closures are part of a wider plan to rescue the business from insolvency.

The closures will affect hundreds of jobs across the UK, although the company has not confirmed the exact number of redundancies expected.

Chief executive of TG Jones, Alex Willson, said: “We welcome the court’s approval of our restructuring plan.

“This decision allows us to move ahead with our turnaround strategy.

“The plan protects the substantial core of the store estate and makes TG Jones a stronger, more sustainable business.”

The aim of the TG Jones closures is to rescue the business from insolvency. (Image: Alamy Stock Photo/PA)

The restructuring plan includes a new £15 million loan from TG Jones’ owners, Modella Capital, and rent reductions for landlords.

This is intended to prevent an £8 million funding shortfall and potential insolvency.

Tom Smith KC, representing TG Jones in court, said the “working assumption” is that around 150 stores will close, particularly where landlords do not accept reduced rent terms.

He said the company has suffered from “long-term sales decline” due to high inflation, increased online shopping, lower consumer spending, and rising labour costs.

Mr Smith said the rebranding from WH Smith to TG Jones also negatively impacted sales.

The TG Jones brand was created after Modella Capital acquired WH Smith’s high street stores last year.

Travel locations, such as airport and train station outlets, remain under the WH Smith brand.

You will still find WH Smith travel stores at UK airports and train stations despite the TG Jones rebrand. (Image: Getty Images)

Mr Willson expressed thanks to those who have supported the business through the restructuring process.

He said: “We are incredibly grateful to all the colleagues, partners and stakeholders who engaged constructively throughout the process, and to Modella Capital for its continued financial commitment.”

Other UK companies that have closed or entered administration/liquidation in 2026

It has been a tough year for the UK high street, with several other retailers entering administration or liquidation and others announcing widespread store closures.

Major high street brands LK Bennett, Claire’s, and Quiz have been forced to close all their remaining stores after falling into administration.

UK fashion retailer Leading Labels is also set to close its remaining 15 stores after falling into liquidation.

Other retailers have been forced to close stores this year, including:

Several UK travel companies have also ceased trading or entered administration in 2026:

Luxury UK holiday company Salamander Voyages shut down back in April after entering administration.

Meanwhile, four UK airlines have fallen into administration or liquidation:

UK delivery company Yodel is set to be phased out over the coming months after being acquired by InPost.

It’s also been reported that Morrisons is looking to sell some of its in-store pharmacies as it continues to cut costs.

It hasn’t all been bad news for the UK high street, with several major brands announcing new store openings for 2026, including Aldi, M&S, and Superdrug.

Plus-size clothing brand Evans also returned to the UK high street recently after closing all its stores and concessions in December 2020.

Is there a TG Jones store near you that could be at risk of closing? Let us know in the poll above or in the comments below.

SOFIAH NICHOLE SALIVIO

News Editor

MHP Consulting UK has marked its 10th anniversary as parent company MHP approaches its 30th year.

The Reading-based consultancy has built its UK business in the automotive sector since launching in 2016, working with carmakers and suppliers including Aston Martin, Bentley, McLaren and INEOS.

MHP Consulting UK is owned by MHP, the German management and IT consultancy that is part of Porsche. In the UK, it has focused on digital transformation projects for automotive clients, spanning strategy, process design and implementation.

Chief Executive Officer Bodo Philipp said the business had grown by combining domestic market knowledge with support from the wider group.

He said: “For ten years, we have combined local market knowledge with international expertise to successfully deliver complex projects. Our focus is not on concepts, but on measurable implementation – directly within our clients’ organizations and infrastructures.”

One of the firm’s best-known UK assignments has been its work with Aston Martin on an online vehicle configurator. The system allows customers and dealers to customise vehicles through real-time 3D visualisation and virtual reality.

The configurator has been available globally since 2021 and was upgraded last year using Unreal Engine. MHP described the platform as a central part of the carmaker’s vehicle personalisation offering, linking digital tools with the purchasing experience.

Automotive Focus

The consultancy’s client list reflects its focus on premium and specialist vehicle manufacturers, an area where Britain retains a strong industrial base despite wider pressure on automotive production and supply chains.

Alongside projects such as the Aston Martin configurator, MHP Consulting UK provides services in business process outsourcing, data analytics, customer relationship management, enterprise resource planning and cyber security.

That mix of services reflects how consulting firms tied to industrial groups are seeking long-term roles within manufacturers’ operations, particularly as software, customer systems and factory processes increasingly overlap.

According to the company, MHP has around 4,500 employees worldwide and serves about 300 clients. Beyond automotive, it also works across manufacturing, aerospace, the public sector and defence.

Expansion Plans

The UK unit is also broadening its focus beyond automotive into aerospace and defence. The move would apply its experience in digital transformation, manufacturing operations and supply chain projects to industries facing similar operational demands.

That expansion comes as consultancy groups with manufacturing roots seek positions in sectors with long procurement cycles, complex compliance requirements and pressure to modernise ageing systems.

MHP’s finance leadership said the UK business had grown from a small initial idea into a more established operation over the past decade.

Zimmermann said: “Watching our UK subsidiary grow over the past ten years has been especially rewarding for me. What began as a simple idea has evolved into a successful and sustainable business, built together with our partners. We would like to thank everyone who has contributed to this success.”

The parent company is headquartered in Ludwigsburg, Germany, and provides management and IT consulting across the value chain, including factory planning, supply chain management, cyber security, artificial intelligence, programme management and platforms.

In the UK, the anniversary highlights how specialist consulting firms linked to major industrial brands are seeking a larger share of technology and operations work as manufacturers reshape sales systems, supply networks and production processes.

From Reading, MHP Consulting UK has spent the past decade building relationships with British automotive groups while positioning itself for work in adjacent industrial sectors.

In the UK channel, it’s easy to talk about success in theory. We aren’t starved of platforms promising to deliver more capabilities, innovation or growth. But theory can only take you so far.

For partners, ‘winning’ involves clear changes to a business rather than just taking on new solutions. That’s exactly where the idea of ‘winning with Webex’ lands differently.

This phrase wasn’t built around positioning. It emerged from what partners are already seeing in practice. From the conversations happening in demos with customers, through to training sessions and live deployments.

‘Winning’ is evidenced. It has nothing to do with theory or speculation.

Moving beyond product talk

Every vendor will always claim their product is the best. But businesses want to see the results for themselves. In terms of Webex, that’s backed by evidence partners can recognise.

Again, growth isn’t theoretical. Partners are already adding significant volumes month on month. More importantly, they’re seeing that translate into real commercial outcomes.

That shows up in simple ways, like stronger pipeline conversion and higher value conversations. Partners are enjoying improved margin performance as the conversation shifts from ‘what a product does’ to ‘what a partner can achieve with it.’

A platform that creates more than one route to market

Part of that success comes from flexibility.

Webex services from Gamma don’t force partners into a single model. Each defined path is suited to a partner based on their market stance.

With Webex for Gamma, partners can adopt a transformational platform with AI, automation and CX capabilities. Horizon with Webex acts as the transactional path that supports different price points and segments.

Partners can pursue different routes to market. Whether transformational or transactional, the core proposition still holds.

That matters because it reflects a reality across the channel. No two partners are in the same place, and no two customer bases look the same. ‘Winning’, in this context, is about meeting those differences without adding complexity.

Turning an installed base into a growth engine

We’re already seeing how Webex represents more than just a net-new opportunity. Once partners understand the value of the platform, the conversation naturally extends to the existing base.

Many partners start conversations with customers whose existing platforms were once ‘good enough.’ Once those conversations take place, partners can explore opportunities to improve experience, capability, and long-term value.

This is where the model changes. Growth doesn’t have to rely on a constant stream of new acquisitions. Partners can revisit existing bases and provide a stronger, more relevant proposition.

The operational story partners didn’t expect

Interestingly, one of the more impactful advantages is the operational simplicity.

Webex behaves more like a modern software platform than a traditional UCaaS deployment. It deploys in a similar way to other modern software platforms, reducing the time and effort needed by partners. Businesses enjoy a better deployment experience, especially with a shorter time to value.

For partners trying to scale without increasing operational overhead, that becomes a meaningful lever.

Built through partner co-operation

Another factor behind the early momentum around Webex is the way the proposition has been shaped.

Rather than launching in a fixed state, we worked alongside partners through early access and ongoing feedback. That process changed how the offer evolved, from training programmes to ecosystem integration and API usage.

The outcome is a platform that feels closer to how partners operate. No assumptions. Just real-world experience and insight.

That’s why partners don’t have to adapt around the Webex proposition.

The long-term story matters more than features

Underpinning all of this is a broader shift in how partners evaluate platforms.

Partners are showing growing confidence in the Webex roadmap, especially with all the ongoing investment and innovation from Cisco. Rapid developments around both AI and security demands have crafted a platform suited for any modern business.

The question is no longer just what a solution can do today. Now, partners want to know how a supplier can support them in the long-term. Platform outcomes matter more than just a feature list.

That’s a crucial mindset in this subscription-driven world. Customers expect continuous improvement as part of what they’re paying for. With Webex, the ongoing investment in innovation, particularly around AI and security, becomes part of the value conversation rather than an aside.

Where does ‘winning’ go next?

The definition of ‘winning’ is already on the move.

Integrated CX capabilities can act as a key differentiator going forward. Partners will soon be able to offer a fully integrated contact centre and CX proposition. They’re ready for the next ‘battleground’ around giving customers the best experience possible.

For partners, this isn’t just a value add or yet another product feature. It’s an integrated approach to CX within the core platform that improves the end-to-end experience.

‘Winning with Webex’ isn’t just a campaign line. It represents a reflection on how partners are already scaling and growing with the Webex proposition.

Partners can simplify how they deliver UCaaS solutions. Having these valuable conversations strengthens existing relationships and makes ‘winning with Webex’ a repeatable process.

For partners, winning comes down to confidence, flexibility and support.

See how Gamma Communications is prepared to help partners adapt to the modern needs of any business.