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Quastels Advises £80m-turnover Rev Corp Ltd on sale of business and assets to Winvia Entertainment

Quastels has advised Rev Corp Ltd (“Rev Comps“) on the sale of its business and assets to Winvia Entertainment (“Winvia“), a technology-led entertainment group.

Rev comps is a digitally-driven UK prize competition platform which has build a strong reputation in its market, underpinned by a highly engaged customer base and consistent commercial performance. The transaction represents a significant milestone for the business, enabling it to benefit from Winvia’s proprietary technology and broader growth platform.

Under the agreement, Winvia will pay £11.8m in cash in three instalments. Following completion, key members of the Rev Comps team are expected to remain involved in the business, supporting continuity and future development as part of the Winvia group.

Quastels advised Rev Corp Ltd on all legal aspects of the transaction. The team was led by Ben Gale (Partner, Corporate), and supported by Charlotte Vallins (Partner, Commercial Real Estate), Ann-Maree Blake (Legal Director, Commercial), Jamie Crocker (Solicitor, Corporate), Ramona Bakshi (Solicitor, Employment), Patrick Higgins (Solicitor, Employment) and Imogen Burrows (Trainee, Corporate).

Gerald Edelman acted as corporate finance advisers to Rev Corp Ltd.

Comment

“We are delighted to have supported Rev Corp Ltd on the agreed sale of its business and assets to Winvia.  Rev Comps has built a strong platform with an engaged customer base and a compelling position in a fast-evolving sector. The transaction reflects the quality of the business and provides a clear pathway for its next stage of development.  It was a pleasure working alongside the Rev Comps team and Gerald Edelman to successfully agree the transaction and we look forward to working with the parties through to a successful completion.”

– Ben Gale, Corporate

Client Testimonial

“Quastels – an incredibly efficient and personable law firm with a team that’s second to none.

I clicked with Ben and the team from our very first introductory call. This wasn’t your tyrpical lawyers’ meeting filled with cryptic lawyer jargon, it was approachable, clear and refreshingly straightforward. Ben and the team were relatable and easy to talk to. We discussed the deal in detail, but what really stood out was the ability to have light-hearted conversations alongside the more serious aspects – that’s what really set Quastels apart for me.

The beauty of this whole experience was Quastels’ ability to cater to our needs. I hate back-to-back phone calls and endless meetings. Ben realised this early, and we quickly established a straightforward and modern way of working. The flexibility and responsiveness set Quastels apart form my previous experiences with lawyers.

We were able to exchange on the deal in record time, and I firmly believe this was not only due to the fantastic team at Quastels, but also the speed and efficiency of communication.

Both sides needed to get the deal over the line quickly for various reasons, and when it came to meeting that deadline, the team went above and beyond, working all hours to get it done. I was receiving updates from Ben at 3.30am on Sunday morning, the evening of exchange, a clear reflection of his commitment and work ethic.

Ben is someone you can rely on to knuckle down and make it count when everything is on the line. Quick replies to any questions and an attitude to work that is rare in the current world, Ben and the team really did look after us exceptionally well and we’ve had some laughs along the way too.

I wouldn’t hesitate to use Quastels again. They have been superb from start to finish and will be my go-to firm for any future legal work.

Thank you for helping make this deal happen, for protecting our position throughout and for the fantastic service, advice and professionalism (with some light-hearted banter mixed in with it) from start to finish. I can’t say enough good things about you all.”

– Robert Savage

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The Fair Work Agency Explained: Guidance for Employers

A significant employment law change came into force in April 2026 with the introduction of the Fair Work Agency (FWA). While it has attracted less attention than some headline reforms under the Employment Rights Act 2025, the FWA represents a fundamental shift towards proactive, ‘state led’ enforcement of employment rights, with important implications for employers across all sectors.

What is the Fair Work Agency?

Operational from 07 April 2026, the Fair Work Agency is the UK’s new single enforcement body consolidating several existing regulators under one central authority.

It consolidates enforcement functions previously carries out by:

• HMRC (National Minimum and Living Wage enforcement)
• The Employment Agency Standards Insepctorate
• The Gangmasters and Labour Abuse Authority

The FWA enforces compliance across key areas including minimum wage, statutory sick pay, holiday pay, employment pay, employment agency standards, gangmaster licensing, labour exploitation, and the non-payment of Employment Tribunal awards and COT3 settlements.

What powers does the Fair Work Agency have?

The government has moved towards a more centralised, proactive enforcement model. The FWA has powers to investigate, intervene and penalise employers directly, including the ability to:

• Launch investigations on its own initiative
• Inspect payroll and HR records
• Enter business premises
• Speak directly to workers and managers
• Take enforcement action in the public interest

It may also provide legal assistance to workers and bring Employment Tribunal proceedings in its own name to recover unpaid wages or holiday pay where workers have not pursued claims themselves.

Why is this important to employers?

The most significant change is not the creation of new employment rights, but how existing rights are now enforced.

• Proactive enforcement: The FWA does not need to wait for an employee complaint or Tribunal claim before taking action.
• Evidence-based compliance: Employers must be able to clearly evidence payroll accuracy, holiday pay calculations (particularly for variable-hours workers) and pay decisions. Poor record-keeping significantly increases enforcement risk.
• No intent required: Enforcement is based solely on whether a breach occurred. Genuine mistakes or technical errors can still result in penalties if compliance cannot be demonstrated.
• Significant financial and operational exposure: Penalties can be up to 200% of the underpayment per employee, capped at £20,000. This means that even relatively minor or historic errors can quickly escalate into substantial liabilities, alongside disruption to the business and reputational damage.

Practical steps for employers

Employers should now treat compliance readiness as an operational priority:

• Audit payroll and holiday pay calculations, particularly for variable or irregular hours staff, overtime and deductions.
• Strengthen record-keeping, ensuring pay, hours worked, holiday entitlement and holiday pay records are accurate, accessible and retained for the required period.
• Align HR and payroll processes to avoid gaps or inconsistencies in data and decision-making.
• Train managers to formally document decisions relating to pay, hours and working arrangements, rather than relying on informal practices.

What are we still waiting to find out?

Although the Fair Work Agency is now operational, some aspects of its role will evolve over time. Employers should watch for:

• Phased enforcement and transitional arrangements during 2026 as responsibilities fully transfer.
• Further guidance on enforcement priorities is expected, including sector focus and investigation triggers.
• Potential expansion of remit, as the Employment Rights Act 2025 allows the FWA’s enforcement scope to be widened in the future.

Further detail is expected through government guidance and secondary legislation during 2026, and employers should monitor developments closely.

To discuss the Fair Work Agency, please contact our Employment team.

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Whistleblowing and Unfair Dismissal: Key Employment Law Changes for 2026–2027

Significant changes under the Employment Rights Act 2025 are now coming into force, with major implications for how employers handle complaints, probation and early dismissals. Two reforms in particular demand immediate HR attention.

• 6 April 2026 – Sexual harassment is now expressly protected as whistleblowing
• 1 January 2027 – Unfair dismissal qualifying period reduces to six months with the compensation cap being removed

Sexual Harassment is Now Protected as Whistleblowing

From 6 April 2026, disclosures about sexual harassment are explicitly recognised as ‘protected disclosures’ under the whistleblowing legislation. Previously, a worker who reported sexual harassment in the workplace was primarily protected through the ‘victimisation’ provisions of the Equality Act 2010. Whilst the Employment Rights Act 1996 (as amended by PIDA 1998) already covered disclosures about breaches of a legal obligation (which could arguably encompass sexual harassment), the addition of sexual harassment as an express qualifying disclosure category removes any ambiguity and materially strengthens the position of individuals making these reports.

What is the impact of the change?

• Now recognised ‘whistleblowing’ complaint. Therefore, employees raising sexual harassment concerns are protected from detriment and dismissal, regardless of length of service.
• Any dismissal linked to such a disclosure will be automatically unfair.
• Non disclosure agreements (NDA’s) and confidentiality clauses cannot prevent these disclosures.

Key risk for employers

With the changes in place, most exposure will typically arise not from policy failures but from manager reactions to receiving complaints. The whistleblowing protections apply even if the complaints are not labelled as ‘whistleblowing complaint’.

Informal handling of sexual harassment complaints, defensive responses, or a poor separation between managing complaints and any subsequent disciplinary action will all create risks of claims.

What employers should be doing now

• Update policies. Ensure whistleblowing, grievance and dignity-at-work policies clearly reference sexual harassment and align in practice.
• Train managers urgently. Managers need clarity on what constitutes whistleblowing, how to respond to harassment disclosures, and when not to act.

Unfair Dismissal Protection Will Apply Much Earlier

From 1 January 2027:

• The qualifying period for unfair dismissal claims reduces from the current two years to six months.
• At the same time, the current cap on unfair dismissal compensation is being removed.
• Employees with six months’ service may request written reasons for dismissal.

What is the impact of the change?

Employers will have far less time to identify, manage and document underperformance before full unfair dismissal rights apply, significantly increasing financial and litigation risk.

Key risk for employers

Employers and HR teams need to act swiftly with new underperforming staff. It will no longer be safe to give new staff a long settling in period before assessing their performance or fit within the company.

What employers should be doing now

• Rethink probation processes. Performance concerns must be identified, documented and addressed well before the six-month point.
• Strengthen documentation. Clear records, well-defined roles, early performance expectations and strict separation between complaints and disciplinary decisions are now essential.

Final Thought

These changes represent a cultural shift, not just a legal one. Earlier unfair dismissal rights and stronger whistleblowing protection mean employers must rely on good process, early intervention and confident, well-trained managers. For HR teams, this is now a business-critical capability.

To discuss how the Employment Rights Act 2025 impacts your business, please contact our Employment Team.

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