MOLLY-Mae and Tommy Fury have been enjoying a stunning “honeymoon” at a private island resort – and it costs £10k a week.
The family stayed at the One & Only Reethi Rah resort, where villas lead straight into the Indian Ocean.
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Inside Molly-Mae and Tommy Fury’s stunning “honeymoon’” at a private island resort – and it costs about £10k a weekCredit: youtube./@mollymae9879The family enjoyed cosying up to each other as they watched some beach cinemaCredit: youtube./@mollymae9879Molly-Mae shared video of the glorious white beach that she said was stunningCredit: youtube./@mollymae9879
The Island Resort costs about £10K per week for 2 adults and 1 child in December and she previously said it was her dream honeymoon destination.
But since the couple doesn’t think that they will be having a honeymoon anytime soon – they just decided to go.
In her vlog, Molly-Mae said: “I really wanted to vlog a little bit of this trip. I love making videos for you guys but also I never filmholidays anymore.
A second said: “So refreshing to see an influencer chilling on holiday rather than all the unrealistic full glam posts, this is how we all look most of the time on holiday – makeup free, sea salt hair and fully relaxed. Thank you mo.”
While a third said: “I just love this vlog. Molly going on every 5 minutes about how grateful she is to be there.
“Her and Tommy describing how they burst into tears from the overwhelming appreciation of even being able to stay there.
“Even the moment when Tommy explained to bambi how their trip is a holiday, and they can’t just jet out whenever they want, showing how this luxury isn’t affordable for the average person.
“You & Tommy are both incredible human beings and you both should be proud for the loving and humble life you’ve created for yourselves and your little human.”
The family’s water cabin which had stunning views of the Indian OceanCredit: youtube./@mollymae9879Molly-Mae showed off the inside of the family’s luxurious water villaCredit: youtube./@mollymae9879The family also dined in a stunning restaurant as they dined on chicken supreme and truffle risottoCredit: youtube./@mollymae9879Molly-Mae said her massage was interesting as she didn’t know it was toplessCredit: youtube./@mollymae9879The glorious white beach was dotted with luxurious sun beds so that they could relax and take in the viewCredit: youtube./@mollymae9879
KEEPING the kids occupied over weekends and half term holidays can be difficult in the colder months.
So we’ve rounded up the best indoor waterparks across the UK.
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Indoor waterparks make for a great family day out, no matter the weather – like Sandcastle Waterpark in BlackpoolCredit: Sandcastle
With a mix of high-thrill slides and rides, relaxing spa treatments and adults-only zones, these waterparks are the perfect place to spend a day indoors.
The famous Thunderbolt ride is known for being the UK’s first trap door drop waterslide – a water flume which shoots you down at 25mph.
Meanwhile one of the newest rides, Hurricane, descends at 17mph with spooky lightning effects.
The popular Python ride has also been recently refurbished, with slithery twists and turns gentle enough for toddlers.
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There’s also calming bubble pools, relaxation areas, and a restaurant serving up pizza, bubble waffles and milkshakes.
And if you visit in the warmer months, there’s an outdoor pool and loungers to soak in the rays.
The waterpark is within Waterworld Leisure Resort, which is also home to the tiki-themed Adventure Mini Golf and the new M Club Spa and Fitness facility.
General entry starts at £24.00.
The Wave is a UK award-winning indoor waterparkCredit: The WaveThe lazy river is a more chilled option at this indoor waterparkCredit: The Wave
The Wave, Coventry
This indoor waterpark in Coventry holds the record for the largest wave pool in the UK.
The famous wave pool churns a whopping 20 million litres of water per day, with waves that deepen gradually as you wade in.
The indoor waterpark also has six slides, ranging from The Rapids water coaster to The Riptide – a rubber ring ride set at an exhilarating 90° angle.
The Cyclone is one of the waterpark’s fastest rides, swirling riders around in an open bowl before falling into the pool.
The Wave is also home to a lazy river which whisks swimmers around a winding path, as well as a splash zone for younger children named The Reef.
Adults visiting can enjoy a dedicated pool for lane swimming, fitness centre or a trip to the dedicated spa.
The Mana Spa has a steam room, sauna and offers a variety of massages and facials.
Tickets for ages 12+ start at £14.50 (off peak). Junior tickets start at £12.50, and infants aged 1 and under go free.
Sandcastle Waterpark is one of the UK’s top indoor waterparksCredit: Sandcastle Waterpark
Sandcastle Waterpark, Blackpool
This indoor waterpark is the UK’s largest, with your pick of waterslides and flumes for the kids, as well as a spa for the adults to unwind.
Here you can treat yourself to a tropical holiday in Blackpool, as this waterpark is set in a tropical 84° climate.
The park boasts 18 waterslides, including the UK’s longest indoor rollercoaster.
Family friendly slides range from the Treetops Water Chutes, multi-lane slides perfect for little ones, to the pirate-themed HMS Thunder Splash.
The waterpark is also home to 5 record-breaking “white-knuckle rides” – exciting options for the thrill-seekers in the family.
The Sidewinder is the world’s first Indoor half-pipe waterslide, whilst the Masterblaster has been named the UK’s longest indoor rollercoaster waterslide.
The Caribbean Storm Treehouse, on the other hand, is an interactive water climbing frame – complete with a giant coconut that pours 600 gallons of water onto unsuspecting swimmers every few minutes!
And if you want a break from all the screaming and laughter, the Sea Breeze Spa has a sauna, steam room, foot spas and even an aromatherapy room.
The spa costs £7 per person and must be booked alongside an admission ticket.
There’s also a “Tiki Cabana” experience for ultimate relaxation.
For £60 per person adults can unwind in a private area with a flatscreen TV, fridge stocked with cold drinks, and a private hot tub.
The price also included full-day admission, lunch and access to the spa.
General entry starts from £24.95 for ages 12+, £15.95 for kids aged 3 – 7, and under 3s go free.
You can see the winding slides from outside of the attractionCredit: Sandcastle
New England Patriots wide receiver Stefon Diggs was charged with felony strangulation or suffocation and misdemeanor assault and battery at a court hearing Tuesday. The alleged victim in the Dec. 2 incident was his private chef, according to a report taken by police in Dedham, Mass.
Through his attorney, Diggs has denied the allegations. The name of the woman was redacted from the police report.
The chef reported the incident Dec. 16, telling police that she and Diggs had a dispute over pay after he told her via text that her services weren’t needed the week of Nov. 7 and she replied that she should be paid for the week.
The woman told police that Diggs entered her unlocked bedroom in his house and “smacked her across the face.” She tried to push him away and he “tried to choke her using the crook of his elbow around her neck.”
She said that she had trouble breathing and felt like she could have blacked out. “As she tried to pry his arm away, he tightened his grip,” she told police.
The woman told police she had redness on her upper chest area after the incident occurred but did not take photos. She returned to Diggs’ house Dec. 9 to retrieve personal belongings and he instructed her to speak with his assistant about getting paid, she told police. The assistant told her Diggs had requested she sign a non-disclosure agreement, but she refused.
Diggs’ girlfriend is rapper Cardi B, who gave birth to their son in November. Cardi B, born Belcalis Almánzar, is not mentioned by name in the police report, although the woman told police Dec. 20 that a few days earlier “she received a voice mail and text messages from a female that she believed to be Diggs girlfriend. Based on these messages, [the alleged victim] believed that Diggs somehow knew the police were contacted. The messages stated something to the effect of ‘You don’t need to do all this. It’s not that big of a deal.’”
The woman, who had worked as Diggs’ private chef since July, initially did not want the police to file charges against the two-time All-Pro receiver but changed her mind Dec. 23.
Diggs’ lawyer David Meier said in a statement that his client “categorically denies these allegations. They are unsubstantiated, uncorroborated, and were never investigated — because they did not occur.
“The timing and motivation for making the allegations is crystal clear: they are the direct result of an employee-employer financial dispute that was not resolved to the employee’s satisfaction. Stefon looks forward to establishing the truth in a court of law.”
Meier also said Diggs has made a financial offer to the woman, telling the judge at the hearing Tuesday, “As we speak, they’re working to come to an agreement on that.”
According to the police report, Diggs did not return calls from investigators and the criminal complaint was “based on [the alleged victim’s] statement.”
Diggs, 32, has been one of the NFL’s top receivers since beginning his career with the Minnesota Vikings in 2015. He ranks fifth among active players with 939 career receptions, including 82 this season for 970 yards.
This is his first season with the Patriots, who have clinched the AFC East title and will begin the playoffs with a wild card home game the weekend of Jan. 10. Diggs is in the first year of a three-year, $69-million contract.
“We support Stefon,” the Patriots said in a statement. “We will continue to gather information and will cooperate fully with the appropriate authorities and the NFL as necessary. Out of respect for all parties involved, and given that this is an ongoing legal matter, we will have no further comment at this time.”
Diggs’ arraignment is scheduled for Jan. 23. Meier asked the judge Tuesday that the proceeding be delayed until March but no ruling was made.
Ainslie had a strained relationship with Manchester United co-owner Ratcliffe regarding plans for the 38th America’s Cup.
Ainslie told the BBC on Tuesday that splitting with Ineos after the “fallout” was “a difficult decision” but stemmed from “different opinions on how to move forwards with the team”.
Ainslie, who will retain significant shareholding in Athena Racing under the new investment and remain as team principal, said he had been “funding the team myself”.
He told Reuters: “It’s been pretty stressful. But I believed in the team, I believed in the partnership and I was willing to take that risk.”
Ainslie was Ineos Britannia’s team principal and skipper, having got the backing of Ratcliffe in 2018 in a bid to a deliver a first win for Britain since the America’s Cup started in 1851.
The most successful sailor in Olympic history, Ainslie won the America’s Cup in 2013 with Oracle Team USA.
On Monday it was announced that the America’s Cup would be held every two years after 2029 and there will be a 55m euros (£48m) cap on costs, after the five founding teams, including Athena, formed an alliance.
Describing the move as “groundbreaking”, Ainslie said he was confident the new structure would help attract further investment and interest from broadcasters.
“Traditionally America’s Cup has been a winner-takes-all environment,” he said.
“You win it, you effectively run the next event – you decide where it is, when it is, the size of the boat, the rules and regulations.
“It’s pretty quirky – that’s what created a lot of uncertainty. Now we’ve changed that.”
The National Assembly building in Seoul. Photo by Asia Today
Dec. 19 (Asia Today) — A South Korean civic group said most retired National Assembly officials subject to post-employment screening were cleared to take private-sector jobs, calling the results evidence of a serious revolving-door problem involving major companies, supervised agencies and law firms.
The Citizens’ Coalition for Economic Justice said at a news conference Thursday that it analyzed employment screening decisions involving retired National Assembly officials from 2020 to 2025. The group said the review covered lawmakers, aides and National Assembly Secretariat staff.
South Korea’s post-employment screening system is designed to determine whether a retired public official’s new job is closely related to their former duties and whether it should be approved. The purpose is to prevent improper collusion between public officials and private institutions.
CCEJ said 427 of 438 National Assembly cases, or 97.5%, received decisions allowing employment, either as “employment possible” or “employment approved.” The group said “employment possible” applies when the new position is deemed unrelated to the official’s previous duties, while “employment approved” applies when there is a connection but authorities find grounds for a special approval.
CCEJ said more than half of those cleared, 239 people, joined private companies. By major corporate groups, the group said Coupang hired the most, with 16 people, including 15 aides and one policy research fellow. LG followed with 11, SK with 10, Samsung with nine and KT with eight.
CCEJ said the National Assembly holds significant powers, including legislation, budgeting and state audits. It argued that when former officials move directly into jobs at audited agencies, major corporations or law firms tied to their prior duties, it can lead to collusion between politics and business and preferential treatment for former officials.
The group called for stronger requirements for approving post-retirement employment tied to the National Assembly, tighter reviews of job relevance and disclosure of specific reasons when screening results are announced.
Some argue that warnings about private credit’s risks reflect not just financial caution but tension and competition between banks and private lenders.
Blackstone’s latest move tells the story. In November, the firm led a £1.5 billion ($2 billion) private-credit package to finance London-based Permira’s buyout of JTC plc: a transaction backed by a who’s-who of heavyweight private lenders including CVC Credit, Singapore’s GIC, Oak Hill Advisors, Blue Owl Capital, and PSP Investments, along with Jefferies. The deal, which spanned multiple currencies and combined senior loans with revolving credit facilities, is the kind of complex tie-up that was once synonymous with big banks.
But today, this is what the center of corporate finance looks like.
Private Credit Soaks It In
Private credit, no longer a dimly lit corner of the financial markets, is now the go-to route for blockbuster deals. Since 2010, the market has grown nearly seven-fold and, according to the Bank for International Settlements, has swelled into a $2.5 trillion global industry, putting it on par with the syndicated-loan and high-yield bond markets.
On the surface, private credit seems to be eating the bankers’ lunch. After all, only one of the firms that participated in the Blackstone deal—Jefferies—is a traditional investment bank. But the reality is more complicated. The rise of direct lending hasn’t eliminated the old guard, but forced banks and private-credit firms into an uneasy partnership, with each increasingly intertwined in the other’s success.
Jamie Dimon, Chairman and CEO of the US’s largest bank, doesn’t like it.
Dimon sounded the alarm on an October 14 call with analysts, warning of “cockroaches” lurking in opaque corners of the private credit market. That same day, Blue Owl Capital’s co-CEO Marc Lipschultz clapped back at Dimon’s “fear mongering,” putting the blame on the syndicated loan market, not private credit itself.
Prath Reddy, president of Percent Securities
It’s an “interesting dichotomy,” says Prath Reddy, president of Percent Securities, an investment manager specializing in private credit. The players involved, he argues, are all in bed with each other anyway.
Yes, private credit lenders are largely unregulated and nontransparent about their risky line of business. And traditional banks may be regulated. But banks keep busy lending directly to private businesses and financing the private credit firms themselves.
“All the large investment banks also have major stakes in—and in many cases control over—asset managers that are competing with the existing private credit funds out there that they claim are eating their lunch,” says Reddy. “They’re trying to hedge that lunch from being eaten by playing directly with them.”
How We Got Here
As bank regulations tightened after the 2007-08 financial crisis, traditional lenders found their balance sheets constrained. This opened the door to non-bank lenders. Brad Foster, head of fixed income and private markets at Bloomberg, says this shift reshaped the entire corporate finance ecosystem.
Post-crisis, new regulations put real pressure on bank capital.
“As that happened, obviously more of what was that corporate borrow base shifted from what was traditionally bank capital into non-bank capital,” says Foster.
What began as a simple, one-to-one lending model quickly evolved. Direct lenders grew into “clubs” that mirrored the bank-dominated syndicates; their borrowers expanded from private, middle-market companies to public firms and even investment-grade issuers. Deals once destined for the syndicated-loan or high-yield bond markets increasingly migrated to private credit instead.
“It’s difficult to argue this hasn’t had an impact on banks,” Foster adds. “Large deals are being financed away from the public markets.”
Still, he notes, the relationship isn’t purely competitive. Banks and private-credit managers now frequently partner on transactions, blending capital from both sides. Sponsors today “will pick and choose whether to go to the bank market or the non-bank market:” a choice that didn’t exist at this scale a decade ago.
The result? Highly bespoke capital structures that entice sponsors and investors alike, due to the speed and flexibility with which deals can get done.
Private credit, for example, has helped private equity sponsors orchestrate leveraged buyouts. Notable examples include Vista Equity Partners, which teamed up with Ares Management to finance the $10.5 billion acquisition of EverCommerce. Similarly, Apollo Global Management relied on its private credit division to fund its $8 billion purchase of Ancestry.com, offering custom high-yield loans as banks hesitated in the face of rising interest rates. Additionally, Carlyle Group turned to Oaktree Capital Management for private credit to complete its $7.2 billion buyout of Neiman Marcus, as banks were reluctant to finance retail deals amid economic uncertainty.
By nature, however, the new system is less liquid, and back-leverage facilities can make restructuring more difficult.
So far, there have been no significant defaults or loan losses across the private credit portfolio, according to Matthew Schernecke, partner at Hogan Lovells in New York. But it’s uncertain “how great a risk a broader systemic shock may be if the number of defaults and loan losses are amplified in a significant way,” he adds.
“Banks try to hedge their lunch from being eaten by playing directly with private lenders,”
Prath Reddy, Percent Securities
‘Cockroaches’ To Blame?
The market got a whiff of what that systemic risk test would look like after the collapse of auto sector companies Tricolor and First Brands, whose bankruptcies highlighted private credit exposure’s vulnerabilities.
UBS had more than $500 million committed to First Brands through several of its investment funds. Even though its direct private credit exposure turned out to be relatively small, the situation was severe enough to spark a contentious back-and-forth over whether non-bank “cockroaches” were to blame, as JPMorgan’s Dimon suggested.
Hogan Lovells’ Schernecke sees both sides. On one hand, private credit deals are typically held rather than sold. This allows lenders to earn an illiquidity premium for concentrated risk and limited secondary market opportunities. This structure also enables fast execution; one or a few creditors can approve terms without broader market input.
On the other hand, underwriting standards can become compromised and looser documentation on large-cap deals can affect lower middle-market loans.
“Weaker loan documentation can lead to unintended consequences in private credit in which creditors are generally intending to hold their paper for an extended period and do not want to allow for significant leakage of collateral or value without their consent,” says Schernecke. “Given how fiercely competitive deployment opportunities have become, it is difficult for funds to push back on more ‘aggressive’ terms because they may be replaced by another fund to land the mandate.”
While most private credit funds will resist including the most egregious leakage provisions, being the first mover on any specific issue is difficult when other funds may be more willing to be flexible, he adds.
Banks’ concerns are partly competitive. Private credit has captured significant market share in middle-market and even large-cap lending, prompting Dimon and other executives to view it warily—while also getting cozy with their rivals.
What’s Next
As Percent’s Reddy notes, private credit’s growth—and its competition with banks—isn’t new. More than 15 years after the global financial crisis, bank lending shifted into “the hands of a few key players: Apollo, KKR, Blackstone,” he says. Today, they’re building out syndication desks and structuring loans just like the big banks did.
Reddy points to his former employer, UBS, as being “one of the first movers” when it came to adapting to the times. The bank began partnering with private equity firms and became more “sponsor-driven,” he says, since that’s where the opportunity lies for banks now. “I’ve seen the evolution firsthand.”
But if private credit’s flexibility is its strength, opacity is its Achilles’ heel. When banks originate syndicated loans, borrowers have regulatory oversight. Private credit funds don’t have to disclose much. If they put a deal on their balance sheet, no one knows the terms, the covenants, or even how collateral is verified, Reddy warns. That lack of visibility, he says, is why bank CEOs like Dimon can make ominous but unverifiable warnings.
“When Jamie Dimon speaks, the world listens,” Reddy quips. Dimon knows exactly how much exposure JPMorgan has to private credit funds, but must project vigilance for the sake of financial services in general.
When bank bosses accuse private credit funds of “eating their lunch,” then, Reddy isn’t so sure. At the end of the day, those private credit funds still have massive facilities with the banks, which have indirect exposure; they’re lending to all the largest lenders.
So, has lunch been eaten? Reddy wonders: “Maybe half-eaten.”
As Korea’s largest securities firm, managing USD 393.6 billion in client assets as of Q2 2025, Mirae Asset Securities has established itself as a global institution known for sophisticated investment capabilities and consistently high-quality service. Size is not its only strength; the company sees innovation as a strategic imperative—and is pursuing both organic and inorganic pathways to build a financial ecosystem that anticipates the future.
AI as the Engine of Organic Transformation
Artificial intelligence sits at the heart of Mirae Asset Securities’ transformation efforts. The firm has recruited global top-tier technology talent, overhauled its organisational culture, and embedded AI applications directly into frontline wealth-management operations.
These investments are yielding results. Clients can now access real-time global market information with automatic translation, improving the quality and speed of decision-making. Data shows that investors who use the firm’s AI-driven tools exhibit a 15% higher rate of active investment decisions than those who do not.
Two flagship systems, the Mirae Asset AI Wealth Assistant and the PB Desk Assistant, deliver personalised recommendations, alerts, and investment insights. AI systems have studied roughly 400 internal work manuals, enabling instant guidance on procedures and documentation. For private bankers, the impact is substantial: average preparation time for consultations has dropped to one-quarter of the previous level, directly enhancing the quality of client engagement.
To sustain this momentum, the company launched an AI Digital Finance Expert Program with KAIST(Korea Advanced Institute of Science Technology) and offers a suite of internal training programmes, including online learning through Udemy for all wealth-management and private banking employees. The goal is clear: build a workforce capable of leading, not just responding to, industry change.
Acquisitions Fuel the Next Wave of Innovation
Mirae Asset Securities’ commitment to innovation also extends beyond Korea’s borders through targeted acquisitions and strategic investments. Recent deals by affiliate Mirae Asset Global Investments include the acquisition of Stockspot, an Australian robo-advisor, and the creation of Wealth Spot, an AI-driven asset-management company in New York. These ventures strengthen the firm’s own AI investment models, supporting internally managed robo-advisory assets that now total approximately USD 2.6 billion.
The firm is also collaborating closely with Global X— Mirae Asset Global Investments’s U.S. ETF subsidiary—on AI-enhanced market strategies and expansion into Asia’s fast-growing technology markets, including China Core ETFs.
In a major push into emerging markets, Mirae Asset Securities recently acquired 100% of India’s Sharekhan. Today, roughly 60% of its employees and nearly half its clients are based overseas, reinforcing its position as a global private bank with almost USD 400 billion in client assets.
Shaping the Future Through Digital Assets
Alongside AI, digital assets represent the next major pillar of innovation. Mirae Asset Securities was the first Korean securities company to complete Phase 1 of a Security Token Offering (STO) platform under the Financial Services Commission’s regulatory sandbox.
It is now building a blockchain-based system that integrates issuance, investment, payment, and settlement—supported by partnerships with SK Telecom, Hana Financial Group, and a working group of 23 global service providers.
Mirae Asset 3.0: A Group-Wide Re-Targeting
Mirae Asset Group—which includes Mirae Asset Securities—is taking another bold leap forward following two earlier eras: 1.0, marked by its founding and the pioneering of mutual funds, and 2.0, defined by global expansion and ETF leadership. In October 2025, the Group declared the beginning of a new 3.0 era, advancing toward a future in which traditional and digital assets converge, powered by innovation in Web3 and digital assets.
While innovation inherently involves risk, Mirae Asset Group continues to move forward with unwavering conviction, guided by the long-term global strategy and leadership of its Founder & Global Strategy Officer (GSO).
Anchored by this vision, the Group surpassed KRW 1,000 trillion in client assets in just 28 years since its founding (as of July 2025).
In a global market where many institutions speak of innovation, Mirae Asset Group demonstrates what true innovation looks like—bold, disciplined, and relentlessly future-focused.
As a permanent innovator, the Group—and Mirae Asset Securities—will continue to evolve in ways that draw heightened attention from the world of global private banking.
