Corporate finance and value creation for the UK market

Both. We help grow the value of the business and run the finance function day to day (reporting, forecasting, KPIs, investor relations), and we lead the financing, sale or acquisition when the moment comes.

For some owners, yes. An employee ownership trust can suit a profitable company with a strong management layer and an owner who values continuity over the highest headline price. But it competes with the trade sale, private equity and management buyout routes, and the right answer depends on price, timing and what you want the business to look like afterwards. We help owners compare those routes on real numbers before committing to one, then run the chosen process through to close.

It adds workstreams rather than problems. EIS and SEIS shareholders have expectations and tax positions that are sensitive to how and when a deal is structured, and their consents and communications need managing alongside the main process. We build that into the plan early: mapping the cap table, sequencing approvals, and keeping smaller shareholders informed so the transaction does not stall late on avoidable surprises. Your lawyers and tax advisors handle the technical positions; we run the process around them.

More parties than a few years ago. The established banks still anchor the market, but challenger banks, specialist lenders and direct lending funds now compete seriously for good mid-sized credits, each with different appetite for leverage, sector and structure. That competition is useful if you run a proper process rather than accepting the first offer. We assess realistic capacity, prepare the model and lender materials, and approach the lenders whose appetite actually matches your situation.

Just a sense of what you're trying to achieve. Everything else, from accounts to forecasts to investor materials, can follow once we know where you're headed. Don't wait until things feel ready; early conversations are usually the most valuable ones.