WHAT WE HAVE DONE
Evidence: 01
A million pound exit, twenty years after Tom bought the business at 22 with every penny he had.
Five years in, Tom expanded into a garage business against his gut feeling. He entered an industry he knew nothing about, hired the wrong people and took on heavy upfront costs, all while pulling focus away from the taxi business that was already working.
Cash flow tightened, VAT pressure built and customers owing money started going under. The business came dangerously close to collapse.
The recovery came from stepping back early enough to regain control, stripping costs back hard and rebuilding around what actually worked.
What followed was twenty years of understanding margins properly, controlling costs and building a business that no longer relied on Tom to function.
Revenue increased fifteenfold and the business sold for over a million pounds because it had been structured to run properly without its owner at the centre of every decision.
Evidence: 02
Not theory. Just a business that was fixed properly.
A Devon marine firm working on superyachts, including projects for Princess Yachts, asked Tom for help. There was no provision for VAT or tax, the bookkeeping was months behind, and the business was technically dead on arrival.
Tom took full financial control, not as an advisor but with the chequebook in his hand. VAT and tax liabilities were ring-fenced, creditors were paid down on agreed terms, and the business was put back on a professional footing.
The staff stayed throughout, with natural turnover only.
Twenty four months later the business had moved from insolvency risk to stable, consistent monthly profit.
It became saleable, was sold at a profit, and was turned around without a single penny of external investment.
From the brink of insolvency to a marketable asset.
EVIDENCE: 03
A group of aesthetic clinics in the South West turning over strong revenue, with real demand and full diaries, but profit never matched the workload.
The business was not struggling. It was busy and losing money it had already earned. Time, bookings and financial control were not properly joined up.
We rebuilt how clinical time, capacity and revenue were tracked so the business could properly see where money was being made, where it was being lost and which parts of the operation were quietly dragging margin down.
Profit margins improved without adding a single extra appointment.
More revenue from the same workload. That is what structure does.