The Burnside Partnership, based in Combe, has launched the service to support clients with interests in Spain, including property ownership and residency visas.

The Spanish Desk follows the appointment of Yolanda Pérez Berges, a bilingual lawyer with more than 17 years of experience in both the UK and Spain.

She is registered with the Solicitors Regulatory Authority and the Madrid Bar Association.

Ms Pérez Berges said: “I’m delighted to have joined The Burnside Partnership as it expands its international services – particularly within Europe.

“I can help bridge the two jurisdictions and support clients with cross-border interests in a joined-up, practical way.”

The new desk will provide guidance on cross-border estate planning, tax matters, probate, property transactions, residency visas, and cross-border family matters.

Della Burnside, managing partner, said: “Spain has become a key destination for our clients, and the launch of our dedicated Spanish Desk is a natural next step.

“With Yolanda joining the firm, we can offer a seamless service to those who need cross-border Anglo-Spanish advice.

“We are delighted to welcome Yolanda and to further strengthen our international expertise.”

The Burnside Partnership, which also has offices in Marlow, London, was founded in 2015 by Oxford lawyer Anna Burnside.

LemFi has committed GBP £100 million to the UK economy over the next five years and named London its global headquarters.

The fintech group said the investment would support hiring in London, expansion of compliance functions, technology development and research. It described the move as its largest investment pledge linked to the UK market.

The announcement puts London at the centre of LemFi’s global operations as it expands services for diaspora communities that send money and manage finances across borders. The business said its team operates across five continents and serves customers in corridors linking markets in Africa, Asia and Latin America.

The UK’s Department for Business and Trade highlighted the investment as part of broader trade ties between the UK and Nigeria. Annual bilateral trade between the two countries stands at GBP £8.1 billion, according to figures cited alongside the announcement.

London base

The UK funding package will go toward recruitment across engineering, compliance and product roles at the London headquarters. LemFi also plans to invest in its regulatory systems and in the next stage of its platform.

That focus reflects a wider push across fintech to strengthen compliance and local oversight while building products for internationally mobile customers. Firms serving migrant and diaspora populations have faced growing pressure to show they can expand while meeting standards in multiple jurisdictions.

Mark Smithson, Country Director for Nigeria and Regional Director for Anglo West Africa at the UK’s Department for Business and Trade, commented on the move. “LemFi’s £100 million investment and job-creation commitment over the next five years is a strong vote of confidence in the UK’s fintech ecosystem and in deepening our economic partnership,” he said.

“It also underlines the UK’s position as a global home for high-growth businesses-supporting firms to scale responsibly, delivering safer and more accessible financial services for diaspora communities worldwide.”

Expansion path

LemFi has been building its footprint through regulatory approvals and acquisitions. It said it now holds financial services licences and approvals in the UK, Ireland, Australia and across 14 US states.

Last year, it acquired London credit fintech Pillar in a deal intended to add credit services for customers with limited formal credit histories. The group also secured approval from the Central Bank of Ireland to acquire Bureau Buttercrane, a move it said would give it access to the European Economic Area.

Those moves suggest the business is looking beyond remittances to a broader set of financial products. They also show how regulated entities and approvals have become an important route for fintech companies seeking faster access to new markets.

Rian Cochran, LemFi’s Co-founder and Chief Financial Officer, linked the London decision to the company’s customer base and international structure.

“Our team across five continents reflects every corridor we serve; to us, that lived experience is not a diversity metric; it is our product advantage,” said Cochran. “Our £100m commitment is more than just a capital injection; it is a promise of stability and accessibility. By centralising our global operations in London, we are creating a hub that ensures every corridor we serve, whether in Africa, Asia, or Latin America, benefits from world-class financial infrastructure and a cooperative relationship with local regulators.”

Founders’ view

LemFi was founded to address the needs of people who live and work across borders, and that proposition has widened as it has expanded into more countries. Its customer base now runs into the millions, according to the company.

Ridwan Olalere, LemFi’s Co-founder and Chief Executive Officer, said the latest investment would support the next phase of growth. “We started LemFi to solve a real problem for people living across borders, and today, that mission is scaling globally. From our roots in Africa, we’re now serving millions of customers across continents, building financial services that reflect how people actually live and move.”

“This next phase is about expanding that impact: reaching more people across more markets with products that help them not just send money, but also build and grow financially wherever they are. The UK provides an enabling environment for us to achieve that,” said Olalere.

Most UK consumers oppose the use of dynamic pricing in consumer goods, according to a survey of 2,000 adults by HyperFinity.

The research found that 65% of shoppers dislike dynamic pricing, including 33% who said they hate the idea. Only 4% said they love it, while 91% said clear and transparent pricing matters to them.

Price and fairness also ranked highly. The survey found that 88% of respondents want the best possible price, while 82% value fairness and want everyone to pay the same price.

The results point to resistance to pricing models that have become more common in sectors such as travel and ticketing, where prices can shift according to demand, timing or other factors.

Thomas Hill, co-founder of HyperFinity, said the strength of consumer opposition makes a broader move into groceries and other everyday retail categories unlikely in the near term.

“Dynamic pricing is not coming to consumer goods or grocery for the foreseeable future,” Hill said. “Supermarkets understand the risk of backlash from prices that change with the weather or other factors. Core staples such as bread, milk and cheese are tied to customer needs, not demand elasticity. Any perception of exploiting that would be catastrophic for trust and loyalty.”

The study also highlighted differences by age and location. Londoners and younger shoppers were more open to dynamic pricing than the wider population, though support still fell short of a majority.

In London, 37% of respondents said they like dynamic pricing, while 51% said they dislike it. Among consumers aged 18 to 34, 41% expressed some level of support, compared with 6% of those aged over 55.

Even among younger adults, however, scepticism outweighed support. In the 18 to 34 age group, 46% still said they dislike dynamic pricing.

Retail divide

A separate snapshot poll of more than 40 retail leaders suggested a gap between what executives think drives loyalty and what consumers say matters most. While 88% of consumers said price is important to loyalty, only 13% of retail leaders agreed.

Most retail leaders placed greater emphasis on other factors. The poll found that 81% prioritised brand and experience, 56% pointed to offers and discounts, and 50% cited product.

The contrast suggests retailers may be placing less weight on value and pricing clarity than their customers do. The findings come as households remain sensitive to living costs and retailers look for ways to retain repeat shoppers.

Hill said some leadership teams may be misreading what matters most to consumers when designing loyalty strategies.

“Retailers may be overestimating the role of brand and experience, and underestimating the continued power of price, particularly during this time of continued economic uncertainty,” he said. “Consumers are telling retailers loud and clear that fairness and clarity come first. If leadership teams don’t recalibrate around that, they risk building loyalty strategies on the wrong foundations.”

For retailers, the findings point to a tension between margin management and customer trust. Dynamic pricing can help businesses respond to changes in demand, but consumer goods differ from event tickets or hotel rooms because they are regular household purchases that shoppers expect to be stable and easy to compare.

That matters especially in categories such as food and everyday essentials, where consumers often make quick decisions based on habit, promotions and price memory. Frequent or opaque price changes risk making those choices harder to assess and could fuel a sense of unequal treatment.

The survey suggests predictable pricing still carries more weight with British consumers than flexible pricing models. With only a small minority saying they welcome dynamic pricing, the clearest signal in the data is demand for clarity, fairness and consistent pricing on everyday goods.