We work with owner-managed companies across Northern Ireland, typically between £1m and £20m turnover. Most engagements last 8 to 14 weeks. The goal is always the same: find where profit leaks out, fix the structure, and leave you with a business that runs without you in every meeting.
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Every project follows this sequence. We skip the 80-page strategy deck nobody reads and focus on decisions that move revenue or reduce cost within the first month.
We spend five days inside your business. We interview your leadership team, review your P&L line by line, and map your customer concentration risk. You receive a written brief with the three highest-impact issues ranked by estimated annual value.
Over two weeks we workshop options with your team. Pricing changes, supplier renegotiations, headcount reallocation: each option gets a financial model showing the 12-month impact. You choose which levers to pull.
We stay on-site two days per week for four to eight weeks while changes bed in. That means sitting in on sales calls, redrafting contracts, or running the first round of monthly reporting with your finance manager.
At the end we run a 90-day review against the original brief. If the agreed targets have not been met, we extend at no additional fee until they are. That clause is in the contract before we start.
We do not offer everything. These are the problems we solve well, repeatedly, for companies of a similar size and stage.
Most companies we meet have gross margins 4 to 9 points below where they should be. The causes are usually pricing drift, unbilled scope creep, or supplier contracts that have not been reviewed in three years. We audit all three and build a corrective plan with your commercial team.
When a company grows past 30 people, the founder's direct reports often number eight or more. That creates bottlenecks. We redesign the org chart, define role boundaries, and coach the new layer of middle management through their first quarter.
Scaling without a plan usually means hiring ahead of revenue and burning cash. We build a phased growth model that ties each new hire or capital investment to a specific revenue trigger, so you only spend when the numbers justify it.
We map your core workflows end to end, identify the steps that add no value, and remove them. In manufacturing clients this has cut lead times by 20 to 35 per cent. In service businesses it usually means fewer handoffs between departments and faster invoicing.
If you plan to sell within two to four years, the valuation work starts now. We clean up your financials, document key-person dependencies, and build the information pack that acquirers and their advisors expect. Two of our clients completed trade sales in 2024 at multiples above 6x EBITDA.
Profitable companies still go under when cash runs out. We install a 13-week rolling cash forecast, restructure payment terms with your top ten customers and suppliers, and train your finance team to maintain the model after we leave.
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53 South Drive, Lower Purdy, Northern Ireland, LF0 8DJ, United Kingdom
