It’s all going well – but now it’s time to do more. But what’s the best strategy? Should you be focusing on investment? Buying or merging with another company? Or simply exploring new opportunities? And do you have a plan to make it happen and ensure it will be successful? Unplanned or poorly managed growth is often ineffective or less successful than expected. In the worst case scenario, scaling can actually have a negative effect on a small but profitable company.
What I can do for you
I have worked with companies of all sizes to assist with their expansion plans. I’ll work with you and your shareholders to devise a growth plan, raise finance, acquire other companies, and manage the transition to a bigger, more effective organisation.
Growth planning
Growth isn’t something that just happens. You need a plan for what you want to achieve, when you want to do it, what it will take to make it happen, and how you will ensure it’s successful. And growth can involve significant changes that can have unexpected ramifications: these can be highly disruptive and may require careful transition management.
It’s always best to think about growth well before you need to do it, so that you can get the company in the right shape to grow. I’ll help you evaluate the pros and cons of different growth strategies, such as partnering, borrowing, equity, or acceleration via innovation. In each case, we’ll look at how this will affect both short-term and long-term profitability. Once you’ve decided what’s best for you, I’ll create a detailed plan that will put you in a position to take advantage of new opportunities when they emerge, generate the success you need and return significant shareholder value.
I’ve helped a multinational family trust create a focussed investment strategy to increase ROI.
I’ve helped an energy company to establish in 13 countries and acquire major utility assets in three countries by delivering a strategic plan, getting the buy-in of stakeholders, and performing due diligence in the UK.
Fundraising and grants
Raising money is a time-consuming and complex process. Founders and management teams often find themselves going straight from closing one round of financing to starting work on the next. It becomes a full-time job, leaving you no time to actually run your company and deliver on your plans. You need someone who can take on a lot of the drudgery of pitching, due diligence, and dealing with potential investors.
I’ve helped dozens of companies raise money at all stages of growth. I’ve worked with VCs and private investors from all over the world, and I’ve secured grant funding from private institutions and governments. If you need money, I can find it, help you deliver a first-class pitch, and get you the best possible terms.
I assisted an internet fulfilment company to raise £4m for new warehouses.
Mergers and acquisitions
The fastest and easiest way to grow is often to buy or merge with a competitor. But before you do this, you need to be sure that you’re paying the right price, that you’re not going to find yourself saddled with unexpected liabilities, and that the newly formed entity will be able to operate effectively.
I’ve advised on mergers and acquisitions for both small and large companies. As a director and business owner, I have both bought and sold companies. I’ll help you do due diligence on your prospective acquisition, check for contractual liabilities or financial irregularities, and ensure that the valuations are appropriate. If necessary, I can help you engage with the experts and platforms that will help you find the right targets for acquisition, and raise funds to complete your purchase. I’ll also help you structure the new company to ensure that it’s properly set up and that it is operationally functional.
I identified, negotiated and acquired a company with turnover of £30m and merged it with my client’s company to generate a 30% net increase in value for the combined entity.
Innovation management
Innovation is rarely as straightforward as you expect. It can involve changes to management, staff, working procedures, equipment, premises, business models, or even regulatory requirements. And then all this has to be planned, budgeted, and communicated to staff, customers, and suppliers. That’s a lot of detailed work, and it’s often contentious, especially if existing staff feel their jobs or roles are threatened. In short, it can be a major risk to an established and successful company if it’s not managed well.
I’ve had many years experience of hands-on management at different levels in numerous industries. I’ve learned what it takes to implement change effectively and how to get the buy-in of stakeholders. I’ll help you plan your transition and enable you to open up new opportunities for growth while minimising the risks.
I helped a Swedish innovation consultancy pivot to online during COVID and made them the #1 rated course in Europe.
I helped an investment company to modernize its finance system, allowing it to operate more efficiently and close five property deals each worth over £12m.
