Business Consulting

Specialising in the following areas 
  • Business Strategy 
  • Business Development 
  • Cost Control 
  • Negotiations 
  • Exit Planning

Business Strategy 
  • Do you know where your business is going? 
  • Do you know where your business is going? 
  • Do you know what you want to sell/ which services to provide? 
  • Do you know who your target markets are? 
  • Do you know how best to sell into your chosen markets? 
Unless you have clear answers to all these questions then you will not have a well-developed business strategy. Bringing clarity to these areas will enable you to focus on what is important and will help your business achieve its objectives.

My experiences include:
  • Exploring , with the owners of a profitable private company , their personal and business aspirations and then help them to position  the business to meet those goals.
  • Helping a small personal coaching consultancy to develop a business strategy for the creation of a multi-consultant, multi-skill HR business 
  • Creating a new,client- focused strategy and thus a well-respected operation at PwC's Tax Compliance Centre 

Business Development 

Business Development  is about keeping the business you've got and winning more business. While opportunistic good fortune is often the catalyst for early stage success, sustained business growth is likely to be achieved through a strategy, which focuses on:
  • Key client account management 
  • Identified target markets and, where appropriate, key target clients within those markets 
  • Designing goods and services that your clients and prospective clients want to buy 
  • Being aware of your competitors and their activities 
My experiences include:
  • Working with a private company to re-define its products and its markets and  turn a loss-making business into a profitable one.
  • Building my own consultancy business through identifying and managing key markets and clients. 
  • Winning major new accounts at every PwC location where I  worked 

Cost Control 

This isn't just about battening down the hatches during a recession. As the economy recovers there will be an almost inevitable tendency to take one's eye of the costs ball .Why? 

Good cost control should be a permanent discipline that enhances your business performance, so that you, your investors and your staff enjoy greater rewards and the business is able to invest more for future success. 
  • I have led a programme to implement £2 million of cost efficiencies and so turn a loss making business into a profitable business (private sector) 
  • In the public sector I have overseen on-going cost improvement programmes to deliver on-going and recurring savings of £5 million pa over the medium term
I can bring my skills and experience to bear on your business to help you to:
  • Identify which costs are important and which less so 
  • Reduce specific costs without compromising on quality 
  • Make more money! 


Businesses are constantly negotiating and are occasionally in dispute-with clients, suppliers, regulatory authorities. Negotiating the best outcome can make the difference between business success and business collapse. 

I advocate the methodology of principled negotiations, which relies on different approaches to the traditional adversarial method of negotiation. I can help you to use these techniques to find previously unidentified common ground to produce unforeseen benefits from a negotiated agreement. 

My recent experiences include:
  • Helping an OMB negotiate an improved contract with a major client whereby revenues increased by 12% and additional opportunities to supply services were secured. 
  • Negotiating settlement with HMRC of a contested tax liability of a large PLC whereby HMRC agreed to accept 15% of the amount in dispute 
  • Agreeing terms for investment in a private company by a HNW individual which significantly improved the security of and return on the investment. 

Exit Planning

Many businesses carry on from day- to- day without much thought as to how the business will operate when the current owners decide to sell or retire. The succession issue is often not addressed until the last minute, when it is too late to optimise the available options. Succession can involve one or more of:
  • Gifting the business to the next generation 
  • MBOs/MBIs 
  • Private equity investment 
  • Trade sale of the business 
  • Flotation 
I have worked with businesses that have undertaken ownership changes under each of these scenarios. Recent experiences include:
  • Advising a minority shareholder in a high-profile business in the entertainment industry on how to work with his fellow shareholders to attract external investment. 
  • Working with a brother and sister trading partnership to identify, reconcile and plan for their different aspirations. 
  • Helping a private company in the leisure industry to structure itself and the family interests for a prospective sale 
A common theme it that you should plan early, explore all the options and manage the interests of all the owners, and other stakeholders such as staff, clients, suppliers