What We've Done

We help businesses make smarter decisions, streamline operations, and drive commercial success. Here are a few of the ways we've delivered results:

• 📈 Grew group EBITDA by 29% for a luxury leisure group through centralisation and commercial overhaul
• 💸 Cut supplier base by 22% while launching the business’s first procurement and pricing strategy
• 🧾 Built a group-wide budgeting & forecasting model across 8 business units post de-merger
• 🏗️ Led strategic planning for a £1m residential development, from financial modelling to board approval
• ⚙️ Implemented finance, POS, and payroll systems across multi-site businesses
• 📊 Created clear, board-level reporting and dashboards for previously chaotic operations
• 👥 Restructured HR and people processes to better align staffing with seasonal trading
• 📉 Reduced operating costs for a struggling hospitality business to return it to breakeven

Hospitality Group, Midlands

The Problem

Rapid growth meant financial oversight had slipped – the business had no forecasting model, rising wage costs, and inconsistent reporting. The owners couldn't see the bigger picture or make confident decisions.

What We Did

• Designed a new budgeting and forecasting model
• Introduced a weekly wage efficiency tracker
• Created a reporting pack with automated dashboards
• Advised on restructuring payroll to align with quieter months

The Result

• Achieved £70k in annual savings within 3 months
• Full visibility on P&L across all departments
• Founder team now makes informed decisions weekly, not reactively

Leisure & Property Group (8 sites)

The Problem

A legacy finance function, poor visibility over margins, and multiple parks operating without cohesive reporting or spend control.

What We Did

• Built a new group-wide chart of accounts
• Introduced site-level P&L and forecasting
• Led planning for a £1m residential development
• Designed new finance and operation processes from scratch

The Result

• 8-site reporting live within 2 months
• Clarity on cashflow, sales pipeline and margins
• Clean audit preparation and robust development strategy

Luxury Leisure Group, Midlands

The Problem

The business had strong brand positioning but lacked commercial structure, consistent financial visibility, and control across sites. Systems were outdated, procurement was decentralised, and there was no framework to support future investment or acquisitions.

What We Did

• Centralised finance, payroll, procurement and commercial operations across 7 businesses
• Developed and implemented group-wide budgets and forecasts
• Built financial models used for private equity investment discussions
• Introduced a full procurement strategy and reduced supplier base by 22%
• Led implementation of new POS, payroll, payment and accounting systems
• Developed 10 strategic business levers used by operations to drive performance

The Result

• Group EBITDA grew by 29% over three years
• Improved financial transparency and operational accountability at all levels
• Business prepared and positioned for external investment and growth

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