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Proctor + Stevenson

Roger Proctor founded marketing agency Proctor and Stevenson in 1979. After more than 40 years of leading the firm, Roger was starting to think about his exit, but needed to think through how to achieve it and recognised he needed guidance.

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Johan Gallani

Already a successful entrepreneur and owner of a chain of award-winning restaurants, Johan was in the early stages of a new venture when we met and recognised that he needed support to transform the initial concept into a sustainable business.

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Friars Moor Veterinary Clinic

Like many professional practices, FMVC’s process for growth had evolved and they needed a more structured method. After being in operation for 50+ years, the Directors recognised that a full plan for the business’s development, marketing and sales was lacking.

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TasteTech

As a family run business with 20+ years history in food ingredients, TasteTech hold unique encapsulation technology. Having achieved slow growth in the past, they looked to innovation as they aspired to double the size of their business in the next five years.

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Roxburgh Milkins

This boutique corporate and commercial law firm was founded in 2003 by two experienced lawyers with a shared belief that there must be a better, more collaborative, more client-focused way to run a successful firm. 10 years on, they needed to review their long-term vision.

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ION Leadership

For 11 years, ION were able to deliver their project through UK and EU funding from WEFO and ESF (European Structural Fund). But with funding coming to an end in December 2023, the team recognised that they needed new funding sources to create a more sustainable future.

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Hydrastore

Founded in 1989, Hydrastore is a hydraulic systems and components distributor and part of the Fluid Power Partnership. Following a period of sustained growth, Hydrastore embarked on its next stage of development, adding a new middle management team.

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Related Fluid Power

Related Fluid Power had ambitious growth aspirations, targeting significant revenue growth, improved margins and stronger operational performance. However, early strategic workshops identified several organisational barriers that were limiting progress.

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