logo
Leisure centre revival has planning officer backing

Leisure centre revival has planning officer backing

Yahoo05-07-2025
Plans to rebuild a derelict leisure centre – and construct 700 flats around it – have been recommended for approval at an upcoming council vote.
Oasis Leisure Centre in Swindon has been closed since 2020 after its landlord Seven Capital concluded it was "not viable" because of the pandemic.
Swindon Borough councillors will vote on Seven Capital's new plans to transform the site – which would see its listed pool and dome retained – on 8 July. The proposals includes 707 flats, to be built in eight tower blocks around the leisure centre.
Planning officers recommended the plans despite more than 300 members of the public objecting, mainly due to plans to demolish a sports hall without replacing it.
More news stories for Wiltshire
Listen to the latest news for Wiltshire
Two industrial units could also be built on the cleared Clare's factory site across the road, which was once earmarked by Seven Capital for a large indoor snow centre, according to the Local Democracy Reporting Service.
Recommending the plans be approved, a council officer wrote in a report: "The consenting of the development would thus allow for the clear public benefit of assisting in bringing the much-loved Oasis swimming pool back into use and re-introducing an important and unique leisure and fitness offer to the town."
The report added the homes were "much needed" and that "adverse impacts of the development would not significantly and demonstrably outweigh the identified benefit".
On 30 June, campaigners lost a bid to turn the leisure centre into an asset of community value for a second time.
It would have allowed a six-month pause to see if a community group could take it on and run it when the owner wanted to sell.
Follow BBC Wiltshire on Facebook, X and Instagram. Send your story ideas to us on email or via WhatsApp on 0800 313 4630.
Oasis Leisure Centre could reopen in 2026
Leisure centre will not be listed as community asset
Swindon's six leisure centres secured for 15 years
Local Democracy Reporting Service
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Strathberry Set To Surpass £100 Million Within The Next 3 Years
Strathberry Set To Surpass £100 Million Within The Next 3 Years

Forbes

time3 minutes ago

  • Forbes

Strathberry Set To Surpass £100 Million Within The Next 3 Years

The East West Mini bag from Strathberry in vanilla Courtesy Strathberry Leanne Hundleby is in a fine mood. One half of the power duo behind the leather accessories company Strathberry, she sits, smiling — on a surprisingly sunny day in Edinburgh — before a stunning floral backdrop, a wallpaper of vibrant blooms and patterns. I admire it. 'That's funny,' she says. 'Guy' — her husband and Strathberry co-founder — 'hates it.' It is perhaps a rare, and humorous, disagreement in a partnership that has brought the brand from strength to strength since it launched 12 years ago. Hundleby has good cause to be upbeat. Strathberry is now on a trajectory to surpass £100 million revenue within the next 3 years, a lofty ambition at a time of unprecedented economic challenges and slumps in earnings. Well, not everywhere. Some brands are bucking the trend. Strathberry is one of them. CAGR stats from FY22 to FY25 show a 54% increase with an even faster expansion in certain emerging regions such as the Middle East. As of April 2025, the brand represents a £36.4 million business that is continuing on a 'very strong trajectory in the current year,' as per official data. For this fiscal year, online accounts for 70% with retail and wholesale taking an even split of the remaining 30% of a market dominated by North America (50%), the UK (30%) and the ROW—it ships to over 100 countries— making up the remaining 20%. A strategy of international expansion has been led by DTC channels and a well-curated list of 146 doors worldwide (including online). Wholesale partners like Neiman Marcus, Saks Fifth Avenue, Nordstrom and Bloomingdale's are supplemented with ones further afield such as Galeries Lafayette Dubai. In the UK, there are stores in the Burlington Arcade (opened in 2018) and Covent Garden (2024) as well as Edinburgh's Multrees Walk (2020) and Victoria Street, which launched earlier this year. A summer pop-up in Selfridges featuring two giant-sized handbags (a Mosaic and Tote, made in the UK from the same leather as the commercial products) state the brand's USP: high-quality minimalist accessories. The label now counts A-list stars — like Lady Gaga, Margot Robbie, Pamela Anderson and Anna Kendrick as well as HRH The Princess of Wales — as fans. The Princess of Wales at the Order of the Garter service at St. George's Chapel, Windsor Castle on June 16, 2025 in Windsor with the Strathberry Multrees Chain Wallet (Photo by Max Mumby/Indigo/Getty Images) Getty Images The heart of the business is the couple themselves, who are that rare thing in fashion: a duo who genuinely care about their products and customers. Even today, Leanne Hundleby loves nothing more than chatting to customers (incognito, of course) on the shop floor, observing how they interact with the accessories. 'I never say who I am. I just say I'm down from head office, and I love doing it,' she laughs. 'I think the minute you remove yourself and sit in a bubble, I feel you've kind of lost it. That engagement, that connection with the customer is so important for any brand founder.' Strathberry has worked hard to gain global recognition from its Scottish roots, and this passion has been key to its success. Both founders are intimately involved in the business, advising on design aspects, silhouettes, new seasonal collections and more; they organise finance and assist in strategic planning. Leanne heads up campaigns, imagery and branding alongside retail and the overall running of the company, while Guy steers production, wholesale partnerships and generally oversees the finished products. It's these that set Strathberry apart. Every bag is crafted by artisans in the Spanish workshops of Andalucía, which is renowned for some of the finest luxury leather craftsmanship in the world (houses like Loewe reportedly also use them). Using only the highest-quality Spanish and Italian leathers, each requires up to 85 pattern pieces and an average of 2,000 stitches. This attention to detail can be seen first-hand in the inhouse atelier which opened in March at the Edinburgh townhouse. This workroom also allows for shorter timeframes and greater flexibility in the sampling process, as well as the ability to offer a repair service to valued customers. Strathberry's newly opened atelier at its Edinburgh townhouse headquarters. Courtesy Strathberry The internet personality known as Tanner Leatherstein has featured a number of Strathberry's bags in his viral 'leather teardowns,' which see him dissect bags to show their true craftsmanship (and cost). All of the brand's designs have passed with flying colours. A review of the Nano Tote said it was the first time seeing that level of quality at that price point on the dissection table. 'It checked all the boxes you'd expect from a high-end luxury bag, just without the astronomical price tag,' he explains in a correspondence. Considered pricing is a big part of Strathberry's allure. The tote retails for between £375 to £695, while other styles such as the Crescent sells for £455, and the Mosaic for £485. 'I think Strathberry offers one of the most well-balanced combinations of high-level design decisions and craftsmanship, all at very accessible price points. They're making leather luxury more widely available, and that unique value proposition has clearly resonated in the market,' he says. Strathberry's AW25 campaign featuring the Crescent Moon bag in oxblood Courtesy Strathberry Strathberry's balanced market distribution has included expansion in the APAC region. In China, it held its first ever pop-up at Reel Shanghai in 2019. Since then, it has had placements with celebrities like Teresa Cheung, Yang Mi and Michelle Wai as well as early collaborations with Mr. Bags, China's foremost handbag expert and influencer. The brand has been ramping up its efforts in Japan, too — where the Mosaic is a bestseller — over the last couple of years. Since entering in 2015, it has had organic fast-growing sales and now sells through more than 30 doors. Plans for 2025 include a significant increase in brick-and-mortar: this January saw it launch a partnership with United Arrows and with Tomorrowland in July. Two key department store pop-ups in Ginza Mitsuskoshi and Hankyu Umeda, along with influencer activity, are planned for October around a visit of the co-founders — and those giant bags. Hundleby is excited for the opportunity: 'The Japanese shopper wants to see and feel the products, so I think having a stronger presence over there will be good to get the brand name out there more,' she says. Global expansion hasn't meant neglecting its roots. Back home in Edinburgh, Strathberry opened a new store on Victoria Street this March and launched an innovative Borrow a Bag launch scheme in June with the Kimpton hotel (ideal for visiting tourists). Community is one of the pillars of the brand's ethos, seen in diverse projects such as its work with the Scottish capital's university, the promotion of local craftspeople, its large network of engaged influencers and even the cross-generational aspects of its products. Mother and daughter pairs often shop together. 'I see it in my own family, too, with my child and her grandmother. Different styles, of course,' she says, going on to argue that the appeal is from the fact that these are bags that are made to last — that are carried for life. From June, guests at Kimpton's in Edinburgh and Glasgow can borrow their perfect travel companion in one of six signature Strathberry handbags. Courtesy Strathberry 'We use the phrase 'cherished for generations to come,'' Hundleby explains. 'From the generations of the artisans that make the bags to, hopefully, the generations of the same family today that a bag can be passed down through.' She acknowledges, too, that tastes change and the market is cyclical. Even with customers making more considered purchases, Strathberry shows it can adapt. The brand has recently moved away from the structured, architectural silhouettes it is known for to include more slouchy styles such as Charlotte and Kite. That said, the Tote — its first ever design —is always in the top three of its sales. Colors have evolved with customers buying more neutral shades (taupe, tan, oat, mushroom) with 'longer lasting appeal' for today's wardrobes. Such shifts are the result of Strathberry's ability to listen. As we wind down, I ask about the future. The £100m revenue roadmap is clear. 'The U.S. continues to be a growth market for us. So does the Middle East, where we're doing super well. And the UK too, it's also a growing market for us. We're in a lovely position at the minute.' MORE ON FORBES Forbes On Tour With Stefano Ricci In India As New Collection Drops By Gemma A. Williams Forbes Why Moynat's 520 Campaign Is Going Viral In China By Gemma A. Williams Forbes Penhaligon's Celebrates 155 Years With Touring Exhibition By Gemma A. Williams

DTLA Law Group Relocates to Former Lucky Brand HQ in Downtown Los Angeles
DTLA Law Group Relocates to Former Lucky Brand HQ in Downtown Los Angeles

Associated Press

time4 minutes ago

  • Associated Press

DTLA Law Group Relocates to Former Lucky Brand HQ in Downtown Los Angeles

LOS ANGELES--(BUSINESS WIRE)--Aug 7, 2025-- DTLA Law Group is proud to announce the opening of its new headquarters on September 1, 2025, at 540 S. Santa Fe Avenue, in the vibrant Arts District of Downtown Los Angeles. Formerly the home of Lucky Brand, the newly renovated 52,000-square-foot space reflects not only the growth of the firm, but a deeper commitment to justice, service, and community. 'This move is about more than square footage or a change in address,' said Farid Yaghoubtil, Founder of DTLA Law Group. 'It's about expanding our mission and making sure that working people, immigrants, families, and everyday Angelenos have access to the same level of legal firepower as the most powerful institutions in this city.' The new space features a thoughtful balance of modern efficiency and human connection, including open workspaces for collaboration, private rooms for focused advocacy, and dedicated, secure areas for client meetings. It is a place designed to listen, to build, and to fight for those who often feel unheard. This relocation marks the next chapter in DTLA Law Group's mission-driven journey. For more than a decade, the firm has advocated for the injured, the vulnerable, and those whose voices often go unheard. From personal injury claims to complex civil rights cases, DTLA Law Group has successfully handled thousands of matters across California. 'Justice shouldn't be determined by wealth or status — it should be accessible to everyone,' added Yaghoubtil. 'This new space enables us to uphold that belief more effectively, every single day.' The office integrates sustainability and technology, with upgraded systems and energy-efficient infrastructure. Staff amenities include a café, quiet lounges, and breakout zones to support the team's wellness, creativity, and focus. This move also signals a deeper investment in the future. DTLA Law Group is growing, adding new attorneys, expanding its litigation footprint, and continuing to take on high-impact cases. However, growth is not the end goal—impact is. Impact on communities, on families, and on the legal landscape across California. About DTLA Law Group DTLA Law Group is a full-service civil litigation firm based in Downtown Los Angeles. The firm represents plaintiffs in personal injury and a wide range of complex legal matters. Known for its multilingual support, tireless advocacy, and commitment to client-centered justice, DTLA Law Group remains devoted to one thing above all else: standing up for everyday people—and delivering results that change lives. View source version on CONTACT: [email protected] (877) 530-9363 KEYWORD: UNITED STATES NORTH AMERICA CALIFORNIA INDUSTRY KEYWORD: PROFESSIONAL SERVICES OTHER PROFESSIONAL SERVICES COMMERCIAL BUILDING & REAL ESTATE LEGAL CONSTRUCTION & PROPERTY SOURCE: DTLA Law Group Copyright Business Wire 2025. PUB: 08/07/2025 12:30 PM/DISC: 08/07/2025 12:29 PM

Shepherding Data To Its Eventual Destination
Shepherding Data To Its Eventual Destination

Forbes

time4 minutes ago

  • Forbes

Shepherding Data To Its Eventual Destination

What does it mean to engineer data transfers in the age of AI? More than a few top professionals would say that this sort of thing is even more important now than it had been in the past. After all, artificial intelligence works on the principle of taking in information and processing it – in ways that are eerily similar to what happens in our human brains. So the information itself is valuable, and the processes are valuable, too. Also, modern advances in large language models have given us different ways to look at data transfer. I'll get into some of that with thoughts on three lightning talks given at Imagination in Action in April, in the Lightning Talks section of the wide-ranging program. Unlocking Siloed Data The first such presentation was from William Lindskog Munzing who was talking about an application called Flower, suggesting that traditionally, data has been trapped in siloes. The goal, he said, is to move AI to where the data is. That's much easier in times when work on quantizing and foundation models and lower-bit systems has ushered in edge AI – the ability to locate the AI where the data already is, rather than porting it to centralized data centers. With that in mind, the Flower community numbering some 5800 developers, with 2000 active projects, is working on what Munzing calls the 'Collective-1' user-owned platform. 'What we believe in is that data should stay where it originates,' he said. 'It's … never transmitted. It stays in your device, in your car, whatever it is, or in the hospitals.' The ISO-certified project, he added, is also versatile. 'We have done a lot of things in the deployment runtime,' Munzing explained. 'So it's very easy for you now to run your experiment on CPUs, GPUs, and then scale it to actual real world deployment if you want to add secure mechanisms, authentication and much more.' AI for Leads The next talk came from Marco Cello, who worked on a project called Meshify. He explained that data suggests small to medium sized enterprises (SMEs) are on average about 50% as efficient as corporations, and that collectively, SMEs lose up to $500 billion in revenue from poor lead management alone. As a solution, Meshify, he explained, will scour a professional's inbox, follow up, and provide them with automated CRM insights. I thought it was also interesting that this project uses the NANDA decentralized network idea pioneered at MIT by some colleagues of mine. Actually, so does Flower, which indicates the initiative to create a functional web protocol for AI is picking up steam. Regulation and Control The third presentation came from Peeyush Aggarwal at Deloitte, where he talked about dimensions of change in the AI era. This was different, because Aggarwal wasn't promoting a particular startup or product. Instead, he was talking about cycles – a cycle from assistive to augmentation to automation, and priorities for AI development, including: 'Human strengths need to be amplified,' Aggarwal said. 'How do you take a banker and train them to do cognitive, as well as decision making, when people are designed to think in a straight line, right? And it's about that ability to negotiate, to be able to take decisions ethically in an environment, (this) is the most important aspect.' Referencing a need to control the culture of change in the banking industry, Aggarwal went over many aspects of analyzing AI activities from a boardroom perspective, citing a gradual change and evolution from classic to digital banking, and then to intelligent banking. At the end of his presentation, he went into a sort of an interesting philosophical path, talking about the management of human and AI agents. 'The most important part is, when you bring human and AI agents together, is, do you control the AI, or do you control the decision of AI and humans coming together?' he asked. 'That's the most important aspect. What's the use case? When a regulator looks at a use case, he asks the question, 'Can I repeat that use case? Can I repeat the question that is being asked?' And if you can't, you can't really approve their use case.' In other words, managers who are managing human and AI agents have a different role than those who are managing only humans themselves. You're managing the intersection of humans with technology. How does this work? I thought these were some interesting eye-openers in a time when we're trying to adjust to a rapidly changing target in terms of technology use. Stay tuned.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store