Business & Technology
MiCA goes beyond compliance. For payment firms, it is a strategic shift
SERHII ZAKHAROV
CEO and Founder
PayDo
Having worked with businesses navigating cross-border payments and digital asset infrastructure over the years, I have seen first-hand how Europe’s differing regulatory approaches influenced the way companies built and managed their operating models. Before MiCA digital asset businesses in Europe operated across a patchwork of national licensing regimes, each with its own standards, timelines and requirements. A firm authorised in Germany faced different obligations than one operating under Malta’s regime. Regulatory status reflected jurisdictional choice as much as operational standards, and the market absorbed that inconsistency because there was no single framework to replace it.
MiCA has fundamentally changed that picture. With stablecoin rules applicable since June 2024 and the full crypto-asset service provider regime since December 2024, the EU now operates under a consistent standard across all 27 member states. The transitional grandfathering period that allowed existing providers to continue under national regimes closed on 1 July 2026, and several member states had already ended their windows earlier. The result is a clearer distinction between authorised and non-authorised providers.
The instinct for many firms has been to approach this as a documentation exercise: gather the requirements, complete the checklist and move on. That approach misreads what MiCA actually does. The real value of regulatory consistency is not only in meeting new requirements, but in giving businesses the confidence to build long-term strategies across European markets.
How regulation reshapes the product itself
For many payment firms working with digital assets, operations have evolved in layers. Accounts sit with one provider, compliance with another, settlement somewhere else. That structure developed because the regulatory environment was fragmented, and businesses adapted to it. Every additional layer brought cost, reconciliation work and operational risk, but it was manageable because volumes and expectations were lower.
Under MiCA, consistent obligations around reserves, governance, AML controls, custody and consumer disclosure now cut across all of those layers at the same time. The compliance framework and the product architecture are no longer separate problems. Firms that have been managing them independently will find that separation increasingly difficult to sustain, because the regulation is designed around how the product actually operates, not how it is organisationally structured.
Where regulatory clarity runs into operational reality
Greater regulatory clarity for digital assets does not solve the deeper operational challenge that most payment firms in this space already recognise. Businesses can receive digital assets quickly, but they still need to pay suppliers, manage treasury positions, handle fiat settlement and meet reporting obligations. If the infrastructure supporting those functions remains fragmented across different providers, the friction is simply pushed elsewhere. It builds up in reconciliation delays and exceptions that become harder to manage at scale.
This is where the real preparation gap sits. The conversion rate tells the story: of the more than 1,200 entities that held national registrations across the EU before MiCA, fewer than one in five had obtained full authorisation by mid-2026. Market activity is concentrating around the providers that cleared the bar. The advantage therefore goes to firms whose underlying payment infrastructure was already capable of supporting this shift, rather than simply those that crossed the authorisation threshold.
What readiness looks like in practice
For payment firms, being operationally ready now means going beyond having the right policies in place. It means being able to connect digital asset flows with fiat accounts, settlement, reconciliation, customer due diligence, transaction monitoring and reporting in a way that works consistently across markets. Compliance creates the foundation. Operational infrastructure determines whether firms can scale on top of it.
That distinction matters because MiCA does not remove the need to operate across both digital asset and traditional payment environments. A business may receive value through a regulated digital asset, but it still needs to convert, hold, settle and report that value through banking and payment rails. The firms best positioned to benefit from this regulatory clarity will be those that can bring those steps into a single financial workflow instead of relying on a sequence of manual handovers between systems.
A higher baseline for growth
Now that the transitional period has closed, payment firms that approached MiCA as an infrastructure question rather than simply a compliance milestone find themselves in a different position. The reserve management, governance structures and operational controls that authorisation requires are not peripheral to the business. They are what makes a payment product reliable enough to scale across multiple jurisdictions.
So far, much of the discussion around MiCA has centred on what firms must do to achieve compliance. The more useful question is what becomes possible once that infrastructure is properly in place. A regulatory passport covering all 27 EU member states, backed by coherent operational architecture, opens a path to serve institutional clients and enterprise businesses for whom regulatory stability has always been a precondition of engagement. MiCA does more than raise the compliance bar. It creates a higher baseline from which serious firms can build.
Business & Technology
New Banbury pottery cafe enjoys successful opening weekend
Blossom Pottery Cafe opened on Friday, August 14 at 18 South Bar, bringing a new artistic opportunity to coffee, tea and cake lovers in the town.
Opening the cafe was a long-standing dream of owner Wendy, who began pottery as a personal hobby and gradually developed the idea of creating a space where people of all ages can enjoy the peaceful pass time.
Pottery painting sessions of bisque fired pieces are hosted daily (Image: Blossom Pottery Cafe)
With every table full on opening weekend and dozens of beautiful pieces newly painted by guests, the owner said her ‘heart is so full’ to see the dream realised.
“So grateful to see so many of you coming to support us on our opening day,” she shared. “Thank you so much.”
Owner Wendy said her ‘heart is so full’ after the support shown during the opening weekend (Image: Blossom Pottery Cafe)
Wendy earlier said: “We’re incredibly excited to be opening Blossom Pottery Studio & Café and bringing something new to Banbury.
“We hope it becomes a place where people can take a break from their busy lives, enjoy being creative, and make lasting memories with family and friends.
Customers who visited during the opening weekend got free cupcakes (Image: Blossom Pottery Cafe)
“The support we’ve received from the local community has been amazing, and we can’t wait to welcome everyone through our doors.”
As part of the grand opening, all customers who visited during the opening weekend or made a pottery painting booking within the next three months received a free cupcake from the cafe.
Blossom Pottery Cafe hosts family-friendly pottery painting sessions from 10am each day, with normal cafe opening hours 8am to 5pm.
Business & Technology
Apprentices say AI is reshaping tech skills demand
Atos highlighted the views of three apprentices entering the technology industry, focusing on apprenticeships as a route into tech as artificial intelligence reshapes workplace skills.
All three work as First Line Service Desk Apprentices and described a jobs market in which technical knowledge alone is not enough. Alongside coding and troubleshooting, they said communication, customer service, problem-solving and adaptability have become central to early careers in IT.
Kyle Brady said he moved into an apprenticeship after studying physics, maths and computer science at A level, then spending time in temporary work, including as a forklift driver, while building his technical skills independently. The apprenticeship, he said, offered a way to gain workplace experience while continuing to learn.
His account points to a common hurdle for new entrants: gaining practical experience before securing a first role. Brady said that challenge shaped his view of what employers value in technology jobs.
“After completing my A levels in physics, maths and computer science, I knew I wanted a career in technology. I’ve always enjoyed solving problems and understanding how things work, but I found it difficult to get my foot in the door. I spent some time in temporary jobs, including as a forklift driver, while building my technical skills in my own time. When the opportunity to start an apprenticeship came along, it felt like the perfect way to gain real workplace experience while continuing to learn.
“One of the biggest things my apprenticeship has taught me is that a career in tech is about much more than technical knowledge. Working on the helpdesk has shown me how important communication, customer service and problem-solving are. Being the first point of contact for users has completely changed how I see the industry and helped me develop skills I never realised I’d need. The experience has also shown me how quickly technology is evolving, especially with AI becoming part of more workplaces. That means the ability to keep learning and adapting is becoming just as important as technical skills. My apprenticeship has helped me build that mindset while giving me hands-on experience with the realities of working in IT.
“It’s also opened up opportunities I wouldn’t have had otherwise. Learning about career paths in cybersecurity and data engineering has shown me the range of opportunities available and given me confidence about where my career could go next. I’d encourage anyone thinking about a career in technology to keep an open mind and not feel like university is the only route. Apprenticeships give you the chance to earn while you learn, develop practical skills from day one and build the confidence to adapt as technology continues to change. In an industry being transformed by AI, that real-world experience is invaluable,” Brady said.
Ryan Cresswell said he studied IT at college and games design at university before working in sales to strengthen his people skills. He later returned to technology, but said employers often wanted practical IT experience as well as qualifications.
His experience reflects a wider issue for people seeking entry-level technology roles. Employers often ask for evidence of workplace readiness even for junior positions, making apprenticeships one way to bridge the gap between education and employment.
“After studying IT at college and games design at university, I began working in sales to hone my people skills before returning to technology. One of the biggest challenges I faced while applying for jobs in tech was that employers liked my qualifications but wanted candidates with hands-on IT experience. That made it difficult to get my foot in the door.
“My apprenticeship has given me the opportunity to earn, learn and gain practical experience at the same time. It’s allowed me to develop my technical troubleshooting skills, but I’ve also learned a lot about communication, problem-solving and handling different types of people. My advice to anyone considering a career in tech is to explore the different paths available. In the past it felt like university was the only choice, but that’s no longer the case. Also, speak to people already working in the industry and stay curious. Apprenticeships are a great way to build skills, confidence and hands-on experience, whether working individually or in a team, while discovering what’s right for you. The most important thing is to keep learning and not be afraid to take a different path if the first one doesn’t work out,” Cresswell said.
Skills shift
Zainab Hussain said she chose an apprenticeship because it offered immediate workplace experience and a path into more senior roles without student debt. She said the role had helped her develop both technical and interpersonal skills, including troubleshooting problems and explaining complex concepts clearly.
Her comments underscore how apprenticeships are being framed by employers and trainees as an alternative to university for some digital roles. In this case, the appeal lies in earning while learning, building professional networks and gaining direct exposure to the daily demands of IT support.
“I’m naturally drawn to tech and have always been IT literate, so I knew it was the right path for me. It’s an industry that’s constantly evolving, and I wanted to be part of that. I chose an apprenticeship because it felt like the best way to gain real experience from day one, and it sets you up to move into higher roles faster than if you go to university. I also wanted to build a career in the industry without taking on student debt.
“My time at Atos so far has helped me develop both my soft and technical skills, such as how to troubleshoot problems and communicate complex concepts clearly. I’ve also had the chance to earn, learn and build my experience, all of which are helping prepare me for the next stage of my career. The apprenticeship path has given me valuable opportunities to network with co-workers from different career backgrounds and skill sets, which you wouldn’t get at uni. The workplace experience has been incredibly valuable, so if you’re interested in tech, I’d encourage you to go for an apprenticeship, explore every opportunity available and keep an open mind,” Hussain said.
Taken together, the three accounts point to a shift in the skills mix associated with junior technology roles. As AI tools become more common in workplaces, the apprentices said the ability to keep learning, work with users and adapt to changing systems is becoming as important as formal technical training.
All three also described apprenticeships as a practical answer to the experience barrier that can prevent candidates entering the sector. They framed the route as a way to gain income, training and exposure to real workplace problems at the same time, while opening paths into areas such as cybersecurity, data engineering and wider IT support.
Business & Technology
UK flight school collapsed into liquidation
Liquidators have been instructed to wind down Go Fly Oxford, which provided lessons for commercial and private pilots licences.
Colin Wilson and Emma Mifsud, of Opus Restructuring & Insolvency, have been appointed as joint liquidators for Go Fly Oxford Ltd back in May 2025.
But new records filed by the liquidators have revealed an HMRC secondary preferential claim of £118,132.
Ten unsecured claims have been received by the liquidators totalling £60,314.
Further unsecured creditor claims estimated in the statement of affairs total £88,955, the published documents say.
(Image: Ed Nix)
Over the past year, liquidators say they investigated whether any recoveries could be made from directors or other parties, but concluded there were no further viable assets or claims.
Aircraft shown in the 2024 accounts at a book value of £238,181 had been sold before liquidation. The liquidators found the sales appeared to be at fair value and saw no basis for a claim over the transactions.
The aircraft sales happened about seven months before liquidation, outside the relevant period for a preference claim.
The aircraft were reportedly transferred to creditors and leased back so the company could continue trading.
A purchaser of a PA34-200 aircraft was said to owe £6,000. The liquidators received £4,980; the remaining £1,020 was treated as settled because the purchaser had paid a company liability instead.
Two employees were made redundant on 31 March 2025 and were given information to submit claims to the Redundancy Payments Service.
READ MORE: MOT centre and car shop collapses into administration
The flying school was based at Oxford Airport when it collapsed.
Its website, which has since been shut down, described the business: “At Go Fly Oxford we pride ourselves on offering a personal and tailored approach to pilot training.
“We know that people learn at different paces and in different ways, this makes catering for individual needs our main target.”
Oxford Airport’s main trade is pilot training. Flight schools at Oxford train pilots who go on to fly for more than 100 airlines in the UK and globally, including for British Airways.
Historically, the airport has been Europe’s foremost centre for professional pilot training with well over 40,000 students having started their careers there.
At one point, the airport’s runway was the busiest in the world with more than 235,000 movements a year (a take-off or landing) and up to 1,100 flights in a single day, its website says.
The business’ report says: “Over the course of 2025, the company will be complementing its Diamond DA40 fleet with a new fleet of Elixir aircraft, a safer and more efficient type of aircraft, which will provide a much reduced cost per flight hour.
“This, along with growth in enrolments and full utilisation of the European base will ensure the profitability of the business in the coming years.”
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