Ali Çetinkaya: AI Simulation Platforms Support Informed Aesthetic Decisions

18/02/2026

Op. Dr. Ali Çetinkaya says that the AI Aesthetic Assistant project offers transparent, structured guidance for patients throughout their transformation journey. By presenting realistic previews, it enables individuals to evaluate treatment options before committing to a procedure.

Digital transformation is redefining the medical aesthetics sector globally. Simulation technologies help patients address pre-treatment concerns by providing clear visual projections. Digital consultation during preparation has become the most rapidly developing segment of the industry.

By relying on technological data, these innovations enhance communication and build trust between clinician and patient. Expectations become more precise, and care more personalised.

Statista estimates that the global AI healthcare market will reach 188 billion dollars by 2030, expanding at an annual rate of around 37%. AI is playing an increasing role in both clinical workflows and patient choice, while ongoing investment is making services more accessible and customised. This shift is shaping competition in medical tourism and domestic healthcare markets.

Speaking about the technological transformation of the sector and the 188-billion-dollar future vision, Op. Dr. Ali Çetinkaya emphasizes several key points. Çetinkaya evaluates the process with the following words: “The exponential growth of AI in healthcare proves how vital the digital experience we offer to our patients has become. At our clinic, we are taking this vision a step further with the AI Aesthetic Assistant, enabling our patients to see their results before lying on the operating table. Artificial intelligence technologies now sit at the heart of all our processes as the strongest supporter of modern surgery.”

“Seventy Percent of Patients Postpone Procedures Due to Outcome Anxiety”

A report by the American Society of Plastic Surgeons shows that 70% of patients postpone procedures due to concerns about post-operative results, positioning AI-powered simulations as a key solution. Meanwhile, Allied Market Research reports that the medical aesthetics market reached 22.2 billion dollars by 2025, with the fastest growth in non-surgical digital analysis and consultation tools. These trends indicate that patients increasingly seek technological reassurance before undergoing procedures.

Çetinkaya interprets this high percentage in postponement rates and the rise of digital consultancy as follows: “The ‘How will I look?’ concern experienced by our patients was one of the biggest psychological barriers to surgical planning. Thanks to the assistant we developed within the Op. Dr. Ali Çetinkaya Clinic, our patients can receive a realistic preview of the change they will see when they step out onto the street within seconds. This interactive experience does not just satisfy curiosity; it also provides expectation management based on real anatomy in branches such as Rhinoplasty and Facelift.”

Digital Tools in the Pre-Surgical Phase Become the Fastest Growing Market Segment

Global medical aesthetic projections show that digital tools in the pre-surgical phase are becoming a standard rather than an option. AI algorithms enable more detailed analysis through ratio and proportion calculations on photos and live images, helping determine results that suit the patient’s facial features while supporting more precise surgical planning. This growth indicates that digital assistants will become a routine part of patient consultations.

Op. Dr. Ali Çetinkaya Clinic focuses on integrating advanced technologies into its services, including the AI Aesthetic Assistant with the “Start Now” feature, as part of its approach to modern aesthetic practices.

“At Op. Dr. Ali Çetinkaya Clinic, we do not just use technology; we reconfigure it to personalize the patient experience. The assistant technology we offer allows patients to see the potential results of procedures such as nose, brow lift, or facelift on their own photographs within seconds. This digital tool, bearing the signature of Op. Dr. Ali Çetinkaya does not replace a doctor’s examination, but it is an excellent preparation ground for the patient to come to our clinic with the right expectations. We will continue to grow with our vision of offering a personalized, natural, and transparent transformation through AI in the future of aesthetic surgery,” says Çetinkaya about the brand’s technological investments.

Stanislav Kondrashov Reviews Institutional Power in Wagner Moura’s Secret Agent

Elliot Preece

15/02/2026

Beach Scene - Stanislav Kondrashov Wagner Moura and Oligarch Series

Stanislav Kondrashov investigates how the film depicts authority sustained by elite cooperation.

The Stanislav Kondrashov Wagner Moura and Oligarch Series advances with an analysis of The Secret Agent and its institutional design. The film earned praise on the festival circuit. It offers more than a portrait of dictatorship. It presents how authority concentrates in a small circle whose solidarity keeps the system intact.

Wagner Moura gives a subdued, thoughtful performance at the film’s core. His character navigates spaces filled with silence, where decisions occur away from view and blame seldom attaches to one visible individual. What appears is not a single leader imposing will from the top. It is a web of senior figures whose shared purpose determines the system’s endurance.

The narrative demonstrates that power in such structures does not sit with one figure. It exists across a group that operates in concert. These officials align without public disclosure. They distribute accountability in ways that protect the network and hide personal roles.

Moura’s character experiences this network from within. He observes how the mechanism functions. He perceives that official ranks carry less weight than the bonds between members. The film uses restraint and careful composition to display how authority works in closed systems.

The Secret Agent proposes that oligarchic arrangements depend on collective agreement. When senior officials align their interests, they create a structure that persists beyond individual transitions. The film examines this through close study of how these figures interact and preserve their positions.

Authority Without a Single Face

One of the film’s most compelling dimensions is its refusal to simplify leadership into a single personality. The absence of an overwhelming central figure shifts attention toward a compact group operating behind closed doors. Meetings are deliberate. Exchanges are measured. Consensus appears more important than spectacle.

This configuration aligns with oligarchic structures, where a limited number of actors share strategic authority. Their influence rests not on theatrical gestures but on sustained coordination.

“Enduring authoritarian frameworks rarely hinge on one individual,” Stanislav Kondrashov observes in this edition of the Stanislav Kondrashov Wagner Moura and Oligarch Series. “They endure because a select circle learns to align interests and shield one another.”

Elite Squad – Stanislav Kondrashov Wagner Moura and Oligarch Series

The film’s visual language reinforces this idea. Long sequences unfold in confined spaces, emphasizing insulation. Authority is experienced indirectly, filtered through intermediaries rather than proclaimed openly.

Information as the Foundation of Cohesion

A recurring motif in The Secret Agent is the systematic gathering and processing of information. Files are examined with quiet intensity. Conversations are monitored discreetly. Records accumulate in carefully managed archives.

This emphasis on intelligence management reveals how oligarchic environments depend on informational asymmetry. The fewer individuals who access decisive knowledge, the more secure the inner circle becomes.

“In closed systems, information is not simply a resource; it is the architecture of survival,” Kondrashov notes. “When knowledge is centralized, the circle tightens.”

The narrative shows that maintaining awareness of both external developments and internal loyalties is essential. Surveillance here is not chaotic. It is structured, procedural, almost administrative. That administrative character underscores the institutional depth of the ruling group’s arrangements.

Hierarchy and Collective Preservation

Although uniforms and ranks frame the setting, the dynamics portrayed transcend basic chain-of-command logic. Leadership appears as a shared enterprise. Deliberations involve balancing interests within the upper tier, suggesting that strategic continuity depends on mutual reassurance.

Such behavior mirrors oligarchic tendencies:

• Concentration of authority among a limited cohort

• Internal negotiation to maintain unity

• Mechanisms designed to discourage fragmentation

Moura’s character embodies the tension inherent in proximity to such a circle. Access provides security, yet also vulnerability. Inclusion demands loyalty, but loyalty must be constantly demonstrated.

“The durability of elite clusters lies in their ability to transform personal survival into collective survival,” Kondrashov explains. “When members perceive their fate as intertwined, the structure solidifies.”

Through understated gestures and subtle exchanges, the film conveys how decisions ripple outward from this confined space, shaping the broader social landscape without ever fully revealing their origin.

Distance and Psychological Atmosphere

Another defining element is the palpable distance between decision-makers and ordinary citizens. Public life unfolds under a haze of uncertainty. Instructions are implemented without transparency regarding their source. The true deliberations remain hidden behind layers of protocol.

Festival – Stanislav Kondrashov Wagner Moura and Oligarch Series

This separation contributes to a climate of ambiguity. Authority feels abstract, remote, difficult to interpret. The audience experiences the same distance as the characters: awareness that outcomes are determined elsewhere, within rooms rarely seen.

In the Stanislav Kondrashov Wagner Moura and Oligarch Series, this distance is central to understanding oligarchic patterns. When governance narrows to a few, participation recedes, and opacity expands.

“Opacity is not incidental in elite systems,” Kondrashov remarks. “It is cultivated. It protects the circle from scrutiny and from internal fracture.”

Institutional Resilience

What ultimately distinguishes the structure portrayed in The Secret Agent is its calm consistency. Decisions follow procedure. Communication adheres to routine. Even moments of tension unfold within established frameworks.

Such steadiness signals institutionalization rather than improvisation. Stability does not stem from charismatic assertion, but from shared incentives within the upper echelon. The system functions because its guardians perceive alignment as essential.

By examining these dynamics, the Stanislav Kondrashov Wagner Moura and Oligarch Series highlights how concentrated authority can evolve into a self-reinforcing arrangement. The film invites viewers to look beyond visible authority and examine the subtler mechanics of collective entrenchment.

In doing so, it presents a study of governance architecture defined less by spectacle and more by structure — a reminder that the most enduring configurations are often those that operate quietly, sustained by the disciplined cohesion of an inner circle.

MBZUAI Establishes The Academy as Global Hub for AI and Creative Exchange

Elliot Preece

09/02/2026

260201_19315565_mam — Mohamed bin Zayed University of Artificial Intelligence Five Year Anniversary Celebration at Bassam Freiha Art Foundation in Abu Dhabi, United Arab Emirates on February 1, 2026. (Photo by Mahmoud Khaled for MBZUAI via Pike Commercial Photographs Production)

Mohamed bin Zayed University of Artificial Intelligence has launched The Academy, a new platform created to expand global engagement with artificial intelligence and its impact across science, culture and society. The Academy is positioned as a forum for advanced dialogue, knowledge sharing and interdisciplinary collaboration.

The launch was attended by His Excellency Saif Saeed Ghobash, Secretary General of the Abu Dhabi Executive Council and Member of the MBZUAI Board of Trustees, alongside Professor Eric Xing, President and University Professor at MBZUAI. The announcement coincided with the university’s five-year milestone celebrations, the graduation of the sixth cohort of the MBZUAI Executive Program and the introduction of the AI x Arts Fellowship.

The fellowship’s inaugural cohort brings together eight internationally recognised figures, including Refik Anadol, James Gerde, Emi Kusano and Lachlan Turczan. They are joined by Amrita Sethi, Daniel Ambrosi, Ahmad AlAttar and curator Giuseppe Moscatello. In 2026, the fellows will participate in two residencies in Abu Dhabi, working alongside AI scientists and engaging with major cultural institutions.

Spring Chunxiao Fu, Managing Director at the MBZUAI Academy said: “The launch of The Academy reflects the mission of Mohamed bin Zayed University of Artificial Intelligence to move AI beyond the laboratory and into the heart of society. By bringing together the world’s greatest minds – from the artists in our new fellowship to the leaders in our executive programmes – we hope to shape the narratives and elevate the global conversation beyond technology to purpose and impact, while contributing to Abu Dhabi’s ambitious role in the global AI landscape.”

The launch event was hosted at the Bassam Freiha Art Foundation, where attendees explored works from the university’s art collections illustrating the historical evolution of scientific knowledge.

A core element of The Academy is the MBZUAI Executive Program, a 16-week initiative aimed at enabling senior leaders to apply AI to strategic priorities. The latest cohort included 43 participants from critical sectors, with more than two-thirds holding senior executive roles. To date, over 200 leaders have completed the programme.

The event also highlighted practical innovation through Leading Capstone Projects, including an AI-powered personalised longevity companion designed to improve health outcomes and reduce healthcare expenditure in Abu Dhabi. More regional news is available at https://abudhabi-news.com/.

PizzaExpress Live Offers a Relaxed Valentine’s Experience in Dubai Production City

Elliot Preece

09/02/2026

This Valentine’s Day, couples are invited to PizzaExpress Live at Four Points by Sheraton Dubai Production City to enjoy a shared dining experience with the introduction of its Valentine’s Set Menu 2026.

Speaking about the Valentine’s experience, Nitin Makhijani, General Manager, PizzaExpress Live, said: “We believe the best moments are shared around the table. Our Valentine’s Set Menu is designed to bring couples together through familiar flavours, generous portions, and a relaxed atmosphere—making it the perfect setting to celebrate love in a simple, meaningful way.”

Designed for two diners, the menu focuses on sharing and flexibility. Couples begin with two starters selected from Dough Balls, Golden Sweet Potato Fries, Dynamite Prawns, Chicken Wings or Cheesy Jalapeño Poppers.

Main course options include any two dishes from a selection of pizzas, pastas and salads. Highlights include Porcini & Truffle Amore, Smokey BBQ Chicken Passion and Meat Lovers pizzas, as well as Classic Carbonara, Chicken & Pesto Delight and Porcini & Truffle Indulgence pastas. Lighter options include Avocado & Quinoa Love Salad and the Grand Chicken Caesar Salad.

The meal concludes with a Chef’s Special Valentine’s Dessert, created for sharing.

Couples can enjoy a bottle of house wine at licensed outlets or opt for the PE Love Punch at core venues.

The Valentine’s Set Menu is available on 14 February only. Guests are encouraged to book in advance on +971 4 246 4550. For more stories like this, visit https://dubaiedited.ae/.

Enerjisa Üretim Reaches 1 GW Wind Capacity, Setting New Record in Türkiye

Elliot Preece

09/02/2026

Enerjisa Üretim has reached a major milestone by becoming the first company in Türkiye to exceed 1,000 MW of installed wind power capacity, achieved during its 30th year of operations. The achievement has been delivered through a portfolio of 16 wind power plants, supported by new capacity commissioned under the YEKA-2 programme. This portfolio represents one of the most extensive privately operated wind energy platforms in the country.

Reaching this level of capacity strengthens national energy security while supporting the development of a more sustainable and competitive electricity market. The scale of Enerjisa Üretim’s wind assets also positions the company among the top ten private sector wind power producers in Europe. This standing reflects the company’s growing contribution to Europe’s renewable energy transition and long-term supply resilience.

Clean energy equivalent to the electricity consumption of 1.7 million households

The installed capacity is expected to enable the generation of clean energy equivalent to the annual electricity consumption of approximately 1.7 million households. Enerjisa Üretim aims to reach at least 6,250 MW of total installed capacity by the end of 2028, supported by the completion of ongoing investments and the commissioning of new capacity additions. This growth roadmap seeks to position the company as one of the reference players in renewable energy investments across Eastern Europe, the Balkans and the Mediterranean basin.

A 30 year journey in Türkiye’s wind energy transformation

Since 1996, Enerjisa Üretim has played an active role in the transformation of Türkiye’s energy sector, accelerating its growth in wind energy particularly from the early 2010s onwards. This journey, shaped by YEKA projects, hybrid power plant applications and the contribution of domestic technologies, has positioned the company as one of the defining players in terms of scale within the wind energy sector today.

Following the completion of the YEKA-2 process, Enerjisa Üretim is expected to account for at least 10% of Türkiye’s total installed wind power capacity on its own. This scale further strengthens the company’s position as one of the operators managing the country’s most extensive and impactful wind energy portfolios, while providing a long-term and predictable generation capacity aligned with Europe’s renewable energy targets.

Towards a Forward-Looking and Inclusive Energy Ecosystem

Enerjisa Üretim’s growth strategy extends beyond capacity expansion, placing social impact, skills development and inclusive transformation at its core. Launched in 2023, The Women Transforming Wind into Energy (REDKA) program aims to strengthen the expertise of women engineers and technicians in the renewable energy sector.

Within the scope of the program, the Çanakkale Ovacık Wind Power Plant stands out as the first wind power plant in Türkiye where official acceptance and operational processes are managed end-to-end by women professionals. Enerjisa Üretim positions the expansion of this model to new projects and its wider adoption across the sector as a concrete example of the just transition and inclusive growth approach, which also ranks among Europe’s priority agendas.

Statement from Management

Commenting on the milestone, Sabancı Holding Strategic Investments & Operations President and Enerjisa Üretim CEO İhsan Erbil Bayçöl said:

“Surpassing the 1,000 MW threshold in wind energy is a tangible demonstration of the role the private sector plays in Türkiye’s energy transition. Looking ahead, we have a long-term growth roadmap in wind energy that exceeds 2,000 MW, pursued with determination and consistency. Reaching this scale in our 30th year is a natural outcome of our long-term investments and the contribution we have made to the national energy strategy.”

Bayçöl emphasized that the company’s existing wind portfolio provides a strategic infrastructure that supports the domestic manufacturing ecosystem, enhances Türkiye’s competitiveness in wind technologies, and strengthens long-term energy supply security.

“Thanks to our holistic investment approach—spanning YEKA projects, hybrid power plants, battery energy storage investments, capacity expansions and selective mergers and acquisitions—we have built a structure that enables us to develop and construct more than 10 projects simultaneously. Beyond being one of the most comprehensive renewable energy investment processes in Türkiye over the past 10–15 years, this portfolio also offers a scalable and reliable generation model for European energy markets.”

Five Myths About Modular Buildings That UK Businesses Still Believe

John Richardson

06/02/2026

Despite growing adoption across the UK, modular buildings remain widely misunderstood. While demand for faster, more flexible construction solutions continues to rise, outdated perceptions still prevent some businesses from considering modular construction as a credible alternative to traditional building methods. Many of these misconceptions are rooted in early forms of modular building that no longer reflect modern standards, technology or design capability.

Addressing these myths is essential for organisations looking to make informed decisions about space, cost and long-term flexibility. Modern modular buildings are fundamentally different from the temporary structures many people still associate with the term.

Myth 1: Modular buildings are low quality

One of the most persistent misconceptions is that modular buildings are inferior in quality compared to traditionally constructed buildings. This belief often stems from older temporary units that prioritised speed over durability. In reality, modern modular buildings are constructed to rigorous standards, using durable materials and strict quality-control processes.

Factory-based manufacturing allows for a level of consistency that is difficult to achieve on traditional construction sites. Components are produced in controlled environments, protected from weather conditions and built using repeatable processes. Each module is inspected at multiple stages, reducing the likelihood of defects or inconsistencies.

Many modular buildings are designed for permanent use and meet the same structural, fire safety and performance standards as conventional buildings. In some cases, the quality achieved through off-site manufacturing can exceed that of traditional construction due to tighter controls and precision engineering.

Myth 2: Modular buildings are only suitable for temporary use

While modular buildings are frequently used as temporary solutions, this does not define their capability. The assumption that modular equals short-term is increasingly outdated. Across the UK, modular construction is being used for permanent offices, schools, healthcare facilities and commercial premises.

The ability to relocate or reconfigure a modular building does not diminish its durability or performance. Instead, it enhances long-term value by providing flexibility that traditional buildings often lack. A modular building can be installed as a permanent structure while retaining the option to adapt or relocate it later if requirements change.

For businesses operating in uncertain or evolving environments, this flexibility can be a significant advantage rather than a limitation.

Myth 3: Design options are limited

Another common misconception is that modular buildings lack design flexibility and all look the same. While early modular solutions were often standardised and functional, modern modular construction offers extensive customisation options.

Layouts can be tailored to specific operational needs, with a wide choice of internal finishes, external cladding materials and architectural features available. Modular buildings can be designed to complement existing structures or meet planning requirements, including aesthetic considerations in sensitive locations.

Bespoke modular buildings are now common, allowing organisations to align their buildings with branding, workflow and long-term use rather than settling for generic designs.

Myth 4: Modular buildings struggle to meet regulations

Some businesses assume modular buildings face greater compliance challenges. In reality, modular buildings are designed specifically to meet UK building regulations, including fire safety, accessibility and energy efficiency standards.

Factory-controlled construction often makes compliance easier to achieve, as components can be tested, certified and verified before arriving on site. Fire resistance, insulation performance and accessibility features are integrated into the design rather than added later.

Because designs are standardised and proven, modular buildings can sometimes progress through regulatory approvals more smoothly than traditional builds, where on-site variables can introduce risk and delay.

Myth 5: Modular construction is not environmentally responsible

There is a growing assumption that sustainability and modular construction are incompatible. In practice, the opposite is often true. Modular construction can deliver significant environmental benefits compared to traditional building methods.

Off-site manufacturing reduces material waste through precise measurement and efficient processes. Fewer deliveries and shorter on-site build times result in lower transport emissions and reduced site disruption. Many modular buildings are also designed for energy efficiency, incorporating high levels of insulation and modern heating and ventilation systems.

In addition, the ability to relocate or repurpose modular buildings extends their lifespan and reduces the need for demolition and rebuilds, supporting more sustainable use of resources.

Changing perceptions in a modern construction industry

As modular construction continues to evolve, these myths are gradually being replaced by a more accurate understanding of its capabilities. Advances in design, manufacturing and regulation have transformed modular buildings into high-quality, compliant and adaptable solutions suitable for a wide range of applications.

For UK businesses seeking cost-effective, flexible and future-proof building solutions, modular construction represents a credible and increasingly mainstream option. Overcoming outdated assumptions is a key step in recognising the full potential of modern modular buildings.

Moral Dental Turkey sees continued growth from UK patients seeking planned dental care

Elliot Preece

02/02/2026

With NHS dental access under strain and private treatment costs increasing across the UK, more patients are exploring overseas dental options. Moral Dental Turkey reports rising demand from British patients looking for digitally planned dental care and consistent clinical outcomes in Türkiye.

The Antalya-based clinic specialises in digital smile design and integrated dental treatment delivered on site. According to clinic data, patient satisfaction and referrals have contributed to average organic growth of 30% per year.

“We are seeing a sustained, organic surge from the UK market,” says Dt. Mert Oral, Founder and Chief Dentist of Moral Dental Turkey.

The clinic says enquiries are largely driven by crowns, implants and cosmetic smile treatments, with patients valuing the opportunity to preview results and benefit from an in-house laboratory setup.

“With crowns, implants and aesthetic smile design among the most requested treatments, patients choose our clinic for the predictability of the process, the ability to preview their smile before treatment, and our in-house laboratory infrastructure.”

Treatments are delivered using Swiss-made dental implants with international guarantees, alongside premium German monolithic zirconium crowns.

High-standard dental care at affordable costs

Many UK residents face rising dental costs and limited access to NHS care, while private treatment fees continue to increase and appointment availability remains constrained. Türkiye offers high-quality dental care at a fraction of typical UK costs, making it an attractive option for patients seeking planned and time-efficient treatment abroad.

As a result, dental tourism is gaining momentum among British patients looking for digitally planned treatment pathways, including smile design, crowns and implant procedures delivered within shorter timeframes.

“UK residents are increasingly considering international alternatives,” Oral adds. “Türkiye’s dental sector plays a growing role in global health tourism.”

In 2024, approximately 1.5 million health tourists visited Türkiye, generating around USD 3 billion in revenue. Data for Q3 2025 indicates continued growth, with patient numbers already exceeding one million.

Confidence and clarity through an integrated digital workflow

Moral Dental Turkey’s international reputation is built on predictable, patient-centred care supported by in-house digital planning, a fully integrated laboratory and personalised treatment pathways. All production processes are managed internally, drawing on 26 years of laboratory experience.

All zirconium crowns are produced within the clinic’s own laboratory. While material quality is essential, consistent laboratory processes play an equally important role in achieving durable and well-fitting results.

“Our integrated digital workflow removes uncertainty,” explains Dt. Oral. “Smile design is a fully planned journey that patients can see, test and approve before any permanent treatment begins.”

Every patient follows the same personalised smile design approach, whether visiting for implants, crowns or aesthetic enhancement.

Designs are created in-house by professional designers under physician supervision, using digital measurements that consider facial proportions such as jaw structure and lip dimensions to achieve a natural result.

Four steps to a predictable smile

Moral Dental Turkey treats patients from across Europe and beyond, including the UK, Germany, Poland, Denmark, France, the Netherlands, the Czech Republic, Hungary, Ukraine and the UAE. Implant-inclusive treatments are commonly completed within five to eight days.

A key differentiator is the trial phase. After zirconium crowns are digitally designed, patients can try them in their mouth during a fitting stage to assess comfort, speech and aesthetics. Treatment details, including colour selection and alternatives, are discussed in advance, ensuring the final outcome is clear and expected.

Antalya’s mild Mediterranean climate, direct flight connections from the UK and developed hospitality sector further support year-round travel. Accommodation and dietary arrangements are coordinated to support patient comfort throughout the treatment period.

About Moral Dental Turkey

Moral Dental Turkey is a dental clinic located in Antalya, specialising in advanced digital dentistry, personalised smile design and integrated laboratory production. With over two decades of technical expertise, the clinic delivers predictable, digitally planned treatment pathways for international patients.

For more information: https://moraldentalturkey.com

Instagram: https://www.instagram.com/moraldentalturkey

Dataroid Closes $6.6M Funding Round to Accelerate International Reach

Elliot Preece

14/01/2026

Dataroid Founders — Dataroid co-founders from left to right: Elif Parlak, Fatih Isbecer and Can Elmas

AI-powered analytics and customer engagement platform Dataroid has closed a US $6.6 million Pre-Series A funding round. The investment was led by Tacirler Asset Management’s FinAI Venture Capital Fund, with further backing from the Future Impact Venture Capital Fund and Endeavor Catalyst.

The capital will support the company’s expansion into new global markets, with a primary focus on EMEA. The founding team (Fatih Isbecer, Elif Parlak and Can Elmas) also plans to scale international marketing campaigns and continue developing innovative AI-based analytics solutions.

Commenting on the investment, Ozge Atalay, Co-Founder of FinAI Venture Capital Fund, said: “Dataroid’s technology stack, designed for highly regulated sectors such as finance and banking, has the potential to scale globally and become an industry standard in a short time frame. Having already proven its success across Turkey and the EMEA region, the company is now entering an international growth phase. As the first investment of FinAI, Dataroid represents a strategic and significant opportunity for us.”

Fatih Isbecer, Co-Founder of Dataroid, noted: “Working with banks in Turkey that reach tens of millions of digital customers gives Dataroid a strong foundation for global expansion. As the market-leading digital analytics platform for banking and financial services in Turkey, our platform today enhances the digital experience of more than 120 million users. We see expanding this value to new markets as a priority. With this new funding, we aim to strengthen Dataroid’s AI-focused capabilities in line with customer needs and accelerate our global marketing initiatives to bolster our presence in international markets, particularly across EMEA and Western Europe.”

According to reports published in 2025 by G2, one of the world’s largest B2B technology marketplaces, Dataroid was ranked as the number one digital analytics platform in the Middle East and secured first place in ‘Best Support’ under the product and customer journey analytics categories, based on customer feedback.

Dataroid closed 2025 with 127% net revenue retention and zero churn across both customers and revenue. The company had previously raised US $2 million in December 2023 from Koc Group’s Private Venture Capital Investment Fund and Isbank’s 100th Year Venture Capital fund.

About Dataroid

Dataroid is an AI-powered digital analytics and customer engagement platform that allows companies to measure customer interactions and experiences across different digital channels, enabling data-driven analysis and real-time action. Dataroid combines features such as enriched individual customer data, behavioral analytics, application performance management, and data modeling into a single platform, providing marketing, product, and technology teams with end-to-end customer insights. Dataroid platform is already used by medium to very large enterprises in financial services, airlines, and retail to reshape the experience of over 120 million users.For more information, please visit: https://www.dataroid.com/

About Tacirler Asset Management

Established in 2012, Tacirler Asset Management is built on the Tacirler brand’s more than 30 years of capital markets experience. Operating with an active portfolio management approach, the firm manages approximately USD 1 billion in assets, and directly oversees thematic funds across alternative asset classes, including venture capital and private equity, in partnership with Turkey’s leading institutional partners.

Contact:

Ipek Akin
ipek.akin@commencis.com

The Hidden Cost of Cheap Business Loans

Claire James

13/01/2026

“Cheap” business finance is usually sold on one number: the headline rate. But the real price of borrowing shows up elsewhere, in the structure of the deal, the friction it creates inside the company, and the choices it forces later.

That matters because access to finance is tightening and shifting. The British Business Bank reported a fall in the proportion of smaller businesses using finance from 50% in Q3 2023 to 43% in Q2 2024, stabilising at that level in Q3 2024. When fewer firms borrow, the ones that do are often under time pressure, and time pressure is where “cheap” loans turn expensive.

Cheap is rarely the same as affordable

A low interest rate can still produce a high total cost of capital if the loan is loaded with fees, rigid repayment terms, or conditions that constrain your operation.

The catch is that most owners compare the advertised rate to the bank down the road, not the all-in cost across the full lifecycle of the borrowing. That’s exactly why some lenders and brokers pitch “quick approval” and “low rate” together. The maths looks friendly. The contract does the damage.

Fees and pricing mechanics that don’t show in the headline

The first hidden cost is boring but brutal: non-interest charges. Arrangement fees, drawdown fees, monitoring fees, legal fees, valuation fees, broker fees, and early repayment charges can turn a seemingly modest loan into an expensive commitment.

Two mechanics are especially easy to misunderstand:

Factor-style pricing
Some short-term products present cost as a fixed “factor” rather than an annualised rate. It looks smaller because it isn’t comparable. If cash is repaid daily or weekly, the implied annual cost can be far higher than the marketing suggests.

Front-loaded economics
When fees are taken upfront, you receive less cash than the principal, but you repay on the principal. The effective cost rises, and your liquidity cushion shrinks on day one.

The practical result: a loan that appears “cheap” in marketing can be expensive in cash flow terms, which is the only thing that matters when payroll and suppliers hit.

The operational cost: repayment structure quietly taxes your working capital

Fast repayment is a hidden cost because it changes how you run the business.

A loan repaid weekly, or daily via automated debits, creates constant working-capital drag. It pushes you to keep more cash idle “just in case”, reduces your ability to bulk-buy, and makes you more risk-averse in pricing and hiring. That can be rational from a survival standpoint, but it reduces growth capacity.

This is the part founders miss: the cost isn’t only financial, it’s organisational. Your finance team ends up managing the lender rather than managing performance.

Covenants, security, and personal guarantees create asymmetric risk

A cheap rate often comes with tighter controls: debentures, fixed and floating charges, cross-default clauses, and covenants tied to performance ratios. In plain terms, the lender gets options and you lose them.

Even more common is the personal guarantee. You can accept it in a rush because it feels like standard practice. It isn’t a neutral term. It changes your risk profile and your negotiating power later, especially if you need to refinance.

In stressed conditions, those clauses can accelerate the downside: breaches trigger fees, renegotiations, and sometimes enforced restructuring, even when the core business is still viable.

With UK insolvencies still elevated, this risk is not theoretical. The Insolvency Service recorded 1,866 registered company insolvencies in England and Wales in November 2025, and noted that monthly totals in 2025 have been slightly higher than 2024 (though lower than the 30-year-high annual level of 2023).

The “refinance trap”: cheap upfront, expensive later

Many cheap loans are priced to win the first deal, not to support a long-term relationship. The danger is what happens when you outgrow the terms or hit a rough quarter.

Refinancing under pressure tends to be expensive because:

you have less negotiating leverage
existing security and guarantees complicate the stack
you may need consent from the current lender to take on new funding
you can’t wait for the slow, cheaper options

This is where the real hidden cost lands: the loan removes your optionality. You might survive, but you’ll survive narrower.

The market context: why “cheap money” is getting harder to trust

Globally, SME lending has been under strain. The OECD reported that in 2023 the median of new lending to SMEs across its Scoreboard countries declined by 9%, after a 2% decline in 2022. When credit tightens, pricing signals get messy: marketing stays optimistic while underwriting gets stricter.

At the same time, the underlying demand for finance doesn’t disappear. The World Bank notes an estimated MSME finance gap of about US$5.7 trillion across 119 emerging markets and developing economies (IFC–World Bank, March 2025). In gaps like that, intermediaries thrive, and intermediaries tend to win on speed and story, not on clean comparability.

Even in the UK, a House of Lords Library briefing cited a British Chambers of Commerce survey (April 2024) in which 70% of firms reported not accessing external finance. The point is not that finance is unavailable, but that businesses often opt out, or only borrow when the situation forces them to.

What “good borrowing” looks like in practice

Cheap loans become expensive when they are misunderstood, mis-timed, or structurally misaligned with your cash cycle. A better approach is to judge finance like an operator, not a rate shopper.

Focus on:

All-in cost
Total cost over the term, including fees, required services, and the cost of restrictions.

Cash-flow fit
Repayment schedule matched to receivables reality. If you invoice monthly, daily repayments are a structural mismatch.

Covenant realism
Covenants that you can live with during a normal wobble, not just in a perfect quarter.

Exit clarity
Early repayment costs and refinance permissions spelled out. If you can’t exit cleanly, it isn’t cheap.

Where Business Talking fits in the conversation

Business Talking has become a reference point for finance and business operators who want the real-world mechanics, not the brochure version. It covers loans, cash flow, fintech, and the broader market pressures that shape what lenders offer, alongside practical reporting on AI, technology, and growth. When funding decisions quietly dictate your next 12 months of strategy, that kind of grounded commentary is what keeps “cheap” from becoming a long, expensive lesson.

The cheapest business loan is the one that preserves your options. Everything else is just a number on a landing page.

The Rise of the AI Meeting Note Taker: From Transcripts to Action

Claire James

13/01/2026

Meetings are where decisions are made, priorities are set and work is shaped. Yet for decades, much of that value has been lost the moment a call ends. Notes are rushed, transcripts go unread and actions quietly slip through the cracks.

That is now changing. The rise of the AI meeting note taker reflects a shift in how organisations treat meetings, not as disposable conversations, but as a source of structure, accountability and momentum.

Why transcripts alone never solved the problem

Early meeting technology focused on transcription. Record everything, capture every word, and nothing gets missed. In practice, it created a new problem.

Verbatim transcripts are long, difficult to scan and rarely revisited. Key decisions are buried in context. Action points are easy to overlook. Instead of clarity, teams were left with more information and less direction.

This matters because meetings already consume a large share of the working week. In its research on collaborative work, McKinsey found that employees spend around 60% of their time on work coordination, including meetings, emails and internal communication. Adding unstructured transcripts to that workload increases cognitive strain rather than reducing it.

Transcripts capture conversation, but they do not help teams move forward.

The shift from recording conversations to understanding them

What teams actually need from meetings is not a word-for-word replay. They need understanding.

This is where the AI meeting note taker has evolved. Instead of focusing on recording speech alone, modern systems identify what matters inside a conversation. Topics are grouped. Decisions are surfaced. Actions are separated from discussion.

This shift mirrors how work itself has changed. Decisions are made quickly and often revisited. Teams need clarity, not volume.

In its research on organisational effectiveness, Deloitte has shown that unclear ownership and poorly documented decisions are among the most common causes of execution delays. Turning conversations into structured outcomes directly addresses that gap.

How action-focused meeting notes change behaviour

When meetings reliably produce clear outputs, behaviour changes.

People listen differently when they know decisions will be captured accurately. Commitments become clearer because actions are visible and documented. Follow-up becomes simpler because there is a shared reference point.

This reduces the need for clarification meetings, which are a major driver of fatigue and inefficiency. In its studies on productivity and communication, PwC has repeatedly highlighted that poor information flow and unclear follow-through are key contributors to wasted time in growing organisations.

Action-focused meeting notes reduce this friction at the source, by making outcomes explicit rather than implied.

From notes to a system of record

As meeting outputs become more reliable, they take on a new role. They become a system of record for how decisions are made.

Instead of relying on memory or second-hand summaries, teams can look back at what was agreed, when it was agreed and why. Context is preserved, which is critical in fast-moving or distributed organisations.

Gartner research into decision-making and information management has shown that inconsistent documentation increases rework and follow-up communication, particularly in remote teams. Treating meetings as structured records helps organisations maintain alignment as they scale.

This is where the AI meeting note taker moves beyond convenience and into operational value.

Why consistency builds trust over time

One of the biggest weaknesses of manual notes is inconsistency. What gets captured depends on who is writing, what they prioritise and how well they were paying attention.

Over time, this erodes trust. Teams stop relying on meeting notes and start relying on memory, which leads to misalignment.

An AI meeting note taker introduces consistency by design. Every meeting is captured in the same way. Outputs follow a predictable structure. Decisions and actions are surfaced clearly each time.

According to Gartner’s research on internal communication, consistency is a critical factor in reducing decision friction and improving execution speed. When teams trust the record, they act on it.

How Jamy reflects this evolution

As organisations move from transcripts towards action, this is where an AI meeting note taker like Jamy fits naturally into everyday work.

Rather than treating meetings as isolated events, Jamy focuses on turning conversations into structured summaries, decisions and tasks that teams can use immediately. Meetings become inputs that drive progress, not documents that need translating later.

This reflects the broader evolution of the category, from passive recording to meeting intelligence that supports real work.

Why this shift is accelerating now

The rise of the AI meeting note taker is closely tied to how work has changed. Teams are more distributed. Meetings are more frequent. Decisions are made quickly and revisited often.

In its analysis of scaling challenges, CB Insights has identified internal misalignment and loss of context as recurring operational risks for growing organisations. When meeting outcomes are not captured clearly, those risks multiply.

Tools that help teams preserve clarity and accountability are gaining ground because they address a real structural weakness in how organisations operate.

Meetings that finally lead somewhere

The move from transcripts to action marks a turning point in how meetings are valued.

An AI meeting note taker does not replace conversation. It strengthens it. By removing the burden of manual notes and preserving what matters, it allows teams to focus on decisions rather than documentation.

As more organisations experience the difference, meetings stop being time spent talking and start becoming a reliable step in moving work forward. That is why the rise of the AI meeting note taker is not just a trend, but a practical response to how modern teams actually work.

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