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New reports suggest the UK job market is “floundering”, as businesses continue to hold back on recruitment amid economic instability and mounting operational costs. With increases to National Insurance, the Minimum Wage, and the National Living Wage scheduled from April, companies are set to face additional financial strain, potentially forcing some to make difficult decisions in the coming months.
New data from Liquidation Centre highlights the UK locations most affected by business closures, using official data from the Insolvency Service and the ONS. The findings pinpoint the country’s liquidation hotspots, revealing a growing divide between regions. Richard Hunt, Director at Liquidation Centre, gives his thoughts on what these trends could mean for local economies, high streets, and jobs.
Newly compiled data reveals several smaller towns recording some of the highest business failure rates in the country, with Norwich emerging as the UK’s top hotspot for company liquidations.
| Rank | Local Authority | Number of registered companies | Liquidated companies | Liquidation rate (%) |
| 1 | Norwich | 14,807 | 3,446 | 23.27% |
| 2 | Chorley | 9,284 | 1,908 | 20.55% |
| 3 | Burnley | 5,263 | 633 | 12.03% |
| 4 | Blaby | 8,249 | 690 | 8.36% |
| 5 | Darlington | 6,278 | 518 | 8.25% |
| 6 | Brentwood | 9,202 | 746 | 8.11% |
| 7 | Bury | 18,994 | 1,516 | 7.98% |
| 8 | Dundee City | 9,937 | 778 | 7.83% |
| 9 | Oldham | 17,773 | 1,352 | 7.61% |
| 10 | Swansea | 13,697 | 992 | 7.24% |
Norwich ranks as the worst‑affected area, with a liquidation rate of 23.27%. Out of 14,807 registered companies, 3,446 have gone into liquidation, meaning almost one in four businesses has closed this way. The city saw its highest number of liquidations in 2025 (805), while the steepest year‑on‑year rise occurred in 2021, likely a hangover from the pandemic. With 311 liquidations already recorded in 2026, the city may be on course for another challenging year.
Chorley sits just behind Norwich with a 20.55% liquidation rate and 1,908 business closures. The data suggests smaller local economies may be particularly sensitive to rising operating costs and weaker consumer demand. Chorley experienced its highest volume of liquidations in 2025 (596), and in the first part of 2026 alone has already recorded 186 closures.
Burnley ranks third, showing a liquidation rate of 12.03% and 633 companies folding. The town recorded 184 liquidations in 2025, and with 39 already logged for 2026, current trends suggest that Burnley could exceed 200 liquidations this year, potentially its worst year on record.
The North West as a whole continues to feel the pressure, as rising costs push many firms to the edge. With a regional liquidation rate of 3.26%, it now has the highest closure rate in the UK. A full breakdown of regional performance is available in the complete dataset.
In fourth place is Blaby, recording an 8.36% liquidation rate. Of the 8,249 registered businesses in this Leicestershire district, 690 have gone into liquidation. While lower than the top three areas, the figures still highlight the widespread financial hurdles facing UK firms.
Richard Hunt, Director at Liquidation Centre, discusses what the data means for communities and local high streets:
“These figures show just how tough the environment has become for businesses across the UK, particularly in smaller towns. When companies enter liquidation this has a real visible impact on the local economy, especially on high streets. When businesses close their doors, it creates empty shop fronts, fewer jobs, and reduced footfall for other businesses. Over time, that makes it harder for the rest of the high street to survive.”
“With costs set to rise in April, including National Insurance, the Minimum Wage, and the National Living Wage, it’s more important than ever for directors to keep a close eye on cash flow, manage overheads carefully, and act early. Many business failures happen not because the warning signs aren’t there, but because tough decisions are left too late. By regularly checking stock, pricing, and staffing, businesses can respond quickly when numbers start slipping and give themselves a better chance of staying profitable. In this uncertain climate, being proactive can make all the difference.”
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If your company has gone into liquidation, you may be wondering whether you can reuse the same company name in a new business.
It’s a common question, especially if you’ve built up brand recognition, supplier relationships, or customer trust. However, there are strict legal restrictions on reusing a company name after liquidation, and getting it wrong can lead to serious consequences.
Under Section 216 of the Insolvency Act 1986, if you were a director of a company in the 12 months before it went into insolvent liquidation, you cannot use:
This restriction applies for five years from the date of liquidation, and the rules are designed to protect creditors from potential misuse.
If you breach these rules, you could face fines or even prosecution. You may also be disqualified as a director and, in some cases, become personally liable for the debts of the new company. That’s why it’s essential to take proper advice before reusing a company name.
There are limited ways you may be able to reuse a company name after liquidation, but they must be handled properly. Here are some of the options that you may have:
1. Buying the Business from the Liquidator
If you purchase all (or substantially all) of the insolvent company’s business from the liquidator, you may be able to continue trading under the same name.
However, you must follow the formal notice procedure, including notifying creditors and publishing notice in the London Gazette within strict time limits.
2. Applying to the Court
You can apply to the court for permission to reuse the company name. The application must usually be made within seven business days of liquidation, and timing is critical.
3. Using an Existing Company Name
If you already have another company that’s been trading under that name (or something very similar) for at least 12 months before liquidation, the restriction doesn’t apply.
Most people choose to buy the business from the liquidator, but whichever option you choose, you should seek advice from a solicitor and make sure you’ve followed all the legal requirements.
If you intend to reuse a company name under the permitted exceptions, you must:
There is a government-issued template available, but accuracy and deadlines are crucial. A mistake could result in personal liability.
If you’re thinking about reusing a company name, it’s not something you should try to figure out on your own. While a liquidator handles the closure of the insolvent company, they cannot advise you on how to reuse the name. The rules are strict, and you will need support from a solicitor or accountant who understands the legal framework.
Although there will be professional fees involved, it will be a small price compared to the risks of being fined, banned as a director or held personally liable for company debts.
If you are considering starting again after liquidation, taking professional advice early will help you get the process right, avoid unnecessary risk, and move forward confidently.
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To close an insolvent company through a formal liquidation process, typically a Company Voluntary Liquidation (CVL), the costs of appointing a licensed insolvency practitioner must be covered. While liquidation costs are unavoidable, there are several practical ways they can be funded.
If the company owns assets such as equipment, stock, vehicles or property, these will usually be realised by the liquidator during the liquidation process.
The funds recovered are distributed in accordance with insolvency law. This includes covering the costs of the liquidation first, followed by payments to creditors where funds allow.
In some cases, asset realisations are enough to cover the full liquidation costs. Where they are not, an additional contribution may be required.
Many directors are unaware that they may be eligible to claim statutory redundancy if they:
The amount you can claim depends on your age, length of service and salary. While redundancy payments are not guaranteed and may not always cover liquidation fees in full, they can provide valuable financial support when closing an insolvent company.
In certain circumstances, a licensed insolvency practitioner may agree to a payment arrangement that allows liquidation fees to be paid in instalments.
Where company assets and redundancy claims are insufficient, directors sometimes make a personal contribution. While this is not ideal, it can allow the company to enter liquidation properly and reduce the risk of ongoing legal exposure.
Continuing to trade while a company is insolvent may expose directors to potential claims under the Insolvency Act 1986.
If you are concerned about how to pay for liquidation, you are not alone. There are often practical solutions available, whether through company assets, redundancy claims, or structured payment arrangements, that can make liquidation more manageable.
Our team can talk you through the available options and help you decide on the most appropriate next steps for your circumstances.
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Britain’s pub sector remains under significant financial strain, with one in eight pubs still at risk of insolvency. In the final quarter of 2025, 181 venues closed, driven by higher running costs and reduced customer spending.
To support businesses navigating these pressures, Liquidation Centre has shared practical steps that pubs and wider hospitality operators can take to regain control before difficulties escalate. Richard Hunt, Director of Liquidation Centre, offers insight into the actions that can make a tangible difference.
Understanding exactly where money is being lost is essential. A full cost audit can highlight inefficient supplier contracts, unnecessary spending, stock waste, and rising utility expenses.
Richard Hunt explains:
“For pub owners, margins are tighter than they have been in years. No one opens a pub expecting to worry about insolvency, but the sooner you take a close look at the numbers, the more control you keep. A cost audit can reveal where money is slipping away and fix those pressure points before they spiral.”
Strategic pricing updates allow pubs to protect profitability while avoiding sudden increases that frustrate customers.
“Small, meaningful adjustments such as introducing premium menu offerings or rebalancing prices across the menu can boost profitability without impacting every product. Pricing strategies that are clear and well executed help pubs respond more confidently to market pressures, rather than reacting too late, when steep price changes could result in damaging customer trust.”
Fixed costs like rent often put the heaviest strain on businesses during slower trading periods. Reviewing lease terms can unlock opportunities for reduction or renegotiation.
“Taking a close look at lease costs can open the door to renegotiation and give businesses more breathing room. It’s a practical step that can ease pressure on overheads and help pubs stay resilient during tougher trading periods, while building a bit of financial headroom.”
With drink sales alone no longer a reliable foundation, diversification is key to stability.
“Transforming the pub into a space that offers more than just drinks can open up new income streams. Quiz nights, daytime co-working offers, lunch deals, or even selling local products can all bring in extra revenue and attract a broader mix of customers.”
Engaging early with professional advisors gives businesses more options, and reduces the danger of sliding toward insolvency unnoticed.
“Insolvency practitioners and advisors can bring experience most operators simply don’t have in-house. From cash flow forecasting to landlord negotiations, the key is knowing whether the business is facing a short-term liquidity problem or if there’s a deeper profitability issue. This can help to differentiate between a business that may simply have a temporary liquidity problem, one which may need restructuring, or a business with profitability issues. All of these need to be tackled in a unique and accurate way, making this distinction vital.”
Hunt also stresses the importance of focusing on stock management, menu engineering, and staffing to maintain financial control.
Richard Hunt adds:
“Alongside the above, struggling pubs and hospitality firms may also consider menu engineering and stock optimisation. This can boost the pub’s basic foundations by reducing wasteful spending on unprofitable items and focusing more on high-margin, popular drinks/dishes that support cash flow. With business costs remaining high for many establishments, making sure stock and resources are used effectively can play an important role in reducing the risk of insolvency.
“Another key area to keep under control is staffing. Smart staffing solutions and choices can keep a business afloat in a tough climate. Keep workforce capacity in line with customer demand and regularly analyse payrolls to keep this manageable. At the same time, it’s important not to compromise on service quality, as maintaining a loyal customer base is vital during challenging economic periods. Above all, never ignore any financial warning signs. Acting early can make all the difference, while leaving it too late may result in insolvency that could have been avoided.”
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According to recent government statistics, monthly company insolvency figures in 2025 were higher than that of 2024, and there were approximately 26,005 business insolvencies across the UK and Northern Ireland up to the end of 2025.
With business liquidations predicted to remain at elevated levels in 2026, the insolvency practitioners Liquidation Centre have analysed data from 5.5 millions businesses across UK town centres, to reveal where Britain’s high street crisis is most prolific. Richard Hunt, Director of Liquidation Centre provides insight into the findings and reveals key advice for businesses in 2026.
| Rank | Town centers | Number of companies within 500m radius | Liquidation rate (%) | Liquidated companies |
| 1 | Norwich | 6324 | 46.4% | 2933 |
| 2 | Manchester | 12945 | 19.6% | 2534 |
| 3 | Glasgow City | 14416 | 11.5% | 1655 |
| 4 | Leeds | 6637 | 20.2% | 1339 |
| 5 | City of London | 31142 | 4.5% | 1288 |
| 6 | Liverpool | 7032 | 15.1% | 1059 |
| 7 | Hackney | 107976 | 0.8% | 861 |
| 8 | Camden | 27497 | 2.6% | 724 |
| 9 | Nottingham | 4032 | 17.0% | 686 |
| 10 | Southend-on-Sea | 3198 | 21.3% | 680 |
*The full data set including all cities and figures is available to view here.
Norwich ranks as the town centre with the highest number of liquidated companies among all areas analysed, with an alarming liquidation rate of 46.4%. Although Norwich leads the list in terms of total liquidations, the data indicates this was largely driven by the impact of the COVID-19 pandemic, with the sharpest increase occurring in 2021.
More recent year-on-year figures indicate a recovery for Norwich’s town centre, suggesting improving conditions for local businesses. As the city moves into 2026, this recovery highlights the importance of strong, forward-looking business strategies to support long-term resilience. Takeaway food shops and mobile food stands are among the sectors in Norwich currently seeing the highest level of liquidations.
Manchester follows with 2,534 liquidated companies, although its liquidation rate is lower than Norwich’s, due to a higher concentration of businesses within the town centre. Despite this, businesses in Manchester should still stay vigilant in 2026, as almost one in five town centre businesses have fallen into liquidation in recent years.
In third, Glasgow City has a total of 1,655 liquidated companies, with a liquidation rate of 11.5%. While the city’s large concentration of businesses helps to keep its overall liquidation rate comparatively lower, recent trends point to rising pressure. 2024 saw a huge 94.6% increase in the number of liquidated companies in the area, with 2025 seeing a further 37.5% jump. Businesses in Glasgow City need to be attentive to figures and act on any downfalls early to avoid another increase in 2026.
Leeds falls fourth in the ranking, with 1,339 companies falling into liquidation. Despite recording fewer liquidations than Glasgow City, Leeds has a higher liquidation rate of 20%, reflecting a smaller overall concentration of businesses within its town centre. Leeds has seen town centre liquidations more than double from 2023 to 2025.
The UK’s capital ranks fifth, as the City of London has 1,288 liquidated companies. Despite this, its liquidation rate is one of the lowest at just 4%, due to the high volume of businesses within a 500m radius. 2025 saw a 70% increase in the number of liquidations compared to that of 2024.
Among the town centres with the highest liquidated companies, Liverpool stands out due to a consistently rising year-on-year trend. Liquidations in the city’s town centre have increased steadily since 2020, signalling growing and sustained pressure on local businesses.
| Rank | Business Sectors | Number of Liquidations |
| 1 | Licensed restaurants | 986 |
| 2 | Management consultancy activities other than financial management | 961 |
| 3 | Development of building projects | 857 |
| 4 | Information technology consultancy activities | 609 |
| 5 | Other letting and operating of own or leased real estate | 424 |
Across town centres analysed, the sectors most frequently affected by insolvency include real estate, food and beverage services, takeaways, and pubs.
The data has revealed restaurants alone have seen nearly 1,000 liquidations, and 2025 statistics recorded 572 net closures in 12 months across the hospitality sector, or 11 every week. These figures underline the sustained challenges facing hospitality businesses nationwide.
“The data highlights just how volatile recent years have been and continue to be for high street businesses, while also revealing the areas of the UK where local economies may be under the greatest strain. These pressures are often driven by a combination of reduced footfall, rising operating costs, and wider economic uncertainty.
“In 2026, businesses should prioritise disciplined cash flow monitoring, flexible overheads, and realistic growth plans. This approach allows directors to recognise when support is needed, enabling them to act early rather than waiting until problems become irreversible, significantly improving their chances of avoiding liquidation.
“Businesses need to plan for fluctuations in footfall, rising costs and weaker consumer confidence. Those that regularly review stock levels, pricing, and staffing can act early when numbers slip, and are more likely to stay profitable as a result. Too often, liquidations occur not because warning signs weren’t visible, but because difficult decisions were delayed.”
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With closures continuing to increase, specialists at insolvency practitioners Liquidation Centre have highlighted some of the key errors retail owners make in the run-up to closing, and what can be done to prevent them.
1. Ignoring customer service and feedback
Delivering great customer service is at the heart of every successful retail business, so neglecting it can be one of the biggest red flags before things go wrong. Listening to customer feedback helps identify weak spots early on, and failing to do so can quickly lead to negative reviews, falling sales, and a damaged reputation.
Making sure staff are well trained and confident in handling customer queries goes a long way. Satisfied customers tend to return, and recommend you to others, so prioritising service should never slip off the radar.
2. Operating without a clear marketing plan
One of the most damaging mistakes a retail business can make is failing to plan its marketing properly. Without a defined strategy, it’s easy to lose focus, miss the target audience, and see sales suffer.
Taking time to understand who your customers are, and how they consume media, can make all the difference. Using data insights can also help shape marketing campaigns that actually reach and convert the right people.
3. Poor inventory management
Getting stock management wrong is a common cause of trouble for retail businesses. Understocking risks losing customers, while overstocking ties up cash and eats into profits.
Using an inventory management system can help track stock levels, supplier orders, and sales trends, giving better control and reducing the likelihood of costly mistakes.
4. Falling behind on market trends
Keeping an eye on what customers are currently buying, or looking for, is crucial. Retailers that fail to adapt to shifting trends risk losing business to competitors who are faster to react.
Regularly reviewing what’s happening in the market can help ensure stock remains relevant and appealing to customers, supporting more consistent sales.
5. Neglecting technology
Technology is one of the biggest enablers for retail efficiency, yet many businesses are slow to make use of it. Tools like CRM systems, POS software, and inventory platforms can save huge amounts of time and improve both customer experience and internal processes.
Adopting the right tech can make operations smoother, enhance customer satisfaction, and help a business stay competitive.
“Maintaining a successful business is never easy, so the fewer mistakes business owners make, the better. Paying attention to your customer base, their wants and needs, is absolutely crucial because the success of your business depends on them. That and other essential bits, like keeping inventory, tracking bills, and paying employees have been made easier nowadays due to new technology. Don’t be afraid to adopt new tech, as in most cases it will end up saving you time and resources. And even if you make a mistake, do your best to fix it, learn from it and aim to not repeat it.”
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As the festive season approaches, many businesses face the familiar combination of reduced staffing, slowing productivity, and the inevitable post-Christmas lull. Without preparation, this seasonal dip can put pressure on even the most stable organisations.
But a quieter period doesn’t have to mean falling behind. With smart planning, it can become a strategic opportunity. To help businesses stay ahead, insolvency practitioners Liquidation Centre and Director Richard Hunt reveal their top tips for turning the winter slowdown into a period of strength.
With increased annual leave around the festive period and shifts in customer behaviour, many businesses, particularly those outside of retail and hospitality, experience a drop in revenue between December and January. To stay ahead, it’s essential to understand how to navigate this seasonal slowdown and turn it into a positive period for your business.
Richard Hunt, Director at Liquidation Centre, explains:
“The festive season can be a difficult time to navigate for business owners, especially if your services aren’t in high demand at this time of year. People’s priorities shift, and naturally their buying habits do too.”
“It’s not just customers who behave differently during winter. Employees will have to navigate changes such as longer days, shifts in their routine and different responsibilities to juggle. With more staff taking annual leave, remaining team members often face higher workloads, which can lead to lower morale and a heightened risk of burnout.”
“Understanding the changes in consumer behaviour, planning for drops in revenue, tighter budgets and making sure your team feels supported can be a lot to juggle. That’s why it’s so important to communicate clearly, plan ahead, and ensure your team knows what support is available.”
Richard adds:
“Analysing seasonal trends for your business is a really useful way to plan ahead. You need to be aware of any recurring dips in performance so you can set yourself realistic goals for this period. so it really helps to look back at your previous years’ numbers. Understanding your usual patterns makes it much easier to prepare and set realistic expectations for the months ahead.”
“Slower periods are a great time to invest in your team. Speak to staff about how they want to grow, both professionally and personally. Upskilling now can strengthen your team’s capabilities and ensure you’re even better prepared when business picks up again.”
“The goal is to create the most productive and streamlined processes possible, however during the busiest times for your business, it is rare that you have time to sit back and evaluate them properly. A quieter season offers the perfect opportunity to assess your processes, identify opportunities for automation and review your website and customer facing products to ensure they are as streamlined and effective as possible.”
“Even though customers may be less active during winter, they’ll usually return to their normal habits afterwards. Keeping your brand visible and staying in touch with your audience means that when they’re ready to buy again, your business is one they’ll remember.”
Richard Hunt concludes:
“Although winter sales may follow a predictable downward trend for some industries, it’s important to re-focus your energy and outlook to turn the slower months into a positive for your business. It’s the perfect time to sit back, pause, re-evaluate, and re-align your strategy, ultimately preparing your business to come back stronger when demand picks up again in 2026.”
“The key is staying open with your staff, keeping perspective and recognising the opportunities this period can bring. And if the downturn lasts longer than a typical Christmas lull, it’s always better to get professional advice early, before the situation becomes difficult to reverse.”
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TikTok has over 1.12 billion active users each month, with around 34 million videos posted daily. Among all this content, a lot of misleading business advice is gaining attention from entrepreneurs. Research shows that as many as 91% of financial videos on the platform are misleading or missing proper disclaimers.
To help business owners steer clear of costly mistakes, experts at Liquidation Centre have taken a closer look at some of the most popular business tips circulating on TikTok and the risks they can pose if followed blindly.
Because TikTok videos are short, fast-paced and largely unregulated, misinformation can easily slip through. While some advice may sound convincing, it isn’t always suited to your business, and could end up doing more harm than good. Here are a few trending business ideas worth a second look.
The 90/10 model suggests that 90% of a company’s income comes from 10% of its customers, so businesses should focus most of their efforts on that small but valuable group. It’s an appealing concept, concentrating on your highest-spending clients and tailoring products or services around them.
However, this approach doesn’t work for every business. Focusing on the wrong customers or products can lead to poor decisions, and simplifying your strategy too much might mean missing new opportunities. It’s important to make sure this model actually suits your goals and finances before using it.
At first glance, looking at competitor reviews seems like a good way to see what customers like or dislike, but it isn’talways dependable. Reviews can be manipulated through fake or paid feedback, giving you a distorted view of what your market really thinks.
The best insights come directly from your own audience. Conducting proper market research and speaking to your customers will give you far more accurate data. Competitor reviews can still play a role later, but they should never replace genuine research. Skipping that step is one of the main reasons small businesses fail.
TikTok is flooded with content promising easy ways to make fast money. But as tempting as those shortcuts may sound, they often come with hidden costs.
A typical example is outsourcing work overseas to cut labour expenses. While this might seem like a good cost-saving move at first, it can easily backfire, leading to lower product quality, customer dissatisfaction, and reputational damage. There are also ethical issues to consider, especially around fair pay and working conditions. Short-term gains rarely make up for the long-term risks to your brand and credibility.
Richard Hunt, Director at Liquidation Centre, urges business owners to think critically before implementing advice from social media.
“No two businesses are the same. What works for one might not work for another. Following generic advice from short-form videos, without proper context or due diligence, can lead to serious problems.”
“Always take guidance from trusted, credible sources, whether that’s experienced professionals, verified entrepreneurs, or industry experts. Having a solid business plan and a clear understanding of your market will put you in a much stronger position for growth.”
“With misinformation spreading so quickly online, it’s vital to double-check what you’re hearing. The business world is already challenging enough; decisions should be based on evidence and strategy, not viral trends. Thoughtful planning and solid research will always beat quick-fix advice.”
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As World Entrepreneurs Day approaches on 21st August, entrepreneurs are celebrated for their creativity, perseverance, and drive to transform ideas into successful businesses.
Acknowledging the crucial role entrepreneurs play in boosting economic growth, insolvency specialists Liquidation Centre set out to identify the countries that offer the most favourable environment for launching a new start-up.
| Rank | Country | Number Of Verified Startups (Startup Ranking) | Corporate Tax Rate | Working Age Population (%) | Visa Duration (years) | Entrepreneurial Visa Processing Time (weeks) | Startup-Potential Score / 10 |
|---|---|---|---|---|---|---|---|
| 1. | Singapore | 203 | 17.00 | 71.1 | 1 | 8 | 9.72 |
| 2. | United Kingdom | 883 | 25.00 | 63.9 | 2 | 5.5 | 9.60 |
| =3. | Canada | 417 | 22.00 | 63.4 | 5 | 124 | 9.54 |
| =3. | Spain | 273 | 14.50 | 66.1 | 1 | 20 | 9.54 |
| =3. | Estonia | 99 | 11.33 | 62.2 | 1 | 8.5 | 9.54 |
| =6. | United States | 3525 | 21.00 | 63.4 | 2.5 | / | 9.36 |
| =6. | Australia | 370 | 27.50 | 64.7 | 5 | 24 | 9.36 |
| =8. | Brazil | 229 | 21.00 | 69.5 | / | / | 9.30 |
| =8. | United Arab Emirates | 105 | 4.50 | 81.4 | / | / | 9.30 |
| 10. | Netherlands | 205 | 20.00 | 64.1 | 1 | 12 | 9.24 |
*Full data and methodology available on request.
The analysis shows Singapore as the leading country to start a business, with a startup potential score of 9.72. Known for its culture of innovation and strong connections to Asian markets, Singapore’s 17% corporate tax rate (the fourth lowest among the top ten) further enhances its appeal for new business owners.
The United Kingdom ranks second, achieving a score of 9.6. Despite having a higher corporate tax rate of 25% (second highest in the top ten), the UK offers a thriving startup ecosystem, with 883 verified startups and a typical visa processing time of around five weeks, making it an attractive option for entrepreneurs.
Canada shares third place with Spain and Estonia, all scoring 9.54. Canada stands out with 417 verified startups, the most in this group. Although visa processing can be lengthy at 124 weeks, its expanding startup community continues to draw business founders.
Spain also ranks joint third, with 273 verified startups and a corporate tax rate of 14.5%, while Estonia rounds out the trio with 99 verified startups and the second-lowest corporate tax in the top ten (11.33%), offering a compelling environment for new businesses.
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