Who & Why
I suspect that you have landed here because someone you
trust has pointed you in my direction.
So who am I, and why do I do what I do?
Who Am I?
Since 2002 I've been a professional mentor to business
owners and C Suite executives, after a 20+ year career as
a highly successful entrepreneur. I've learnt the hard way
how to grow a business, and have the scars to prove it.
My mission is to challenge business leaders so that they
see their world more clearly.
My skill is to identify the challenges and opportunities
that organisations face. Armed with this information, I can
support you and your business as it transitions into the
successful and profitable operation you’ve always dreamed
of.
That's quite a claim I know. But as my
testimonials and case studies show,
I'm confident about making it!
Why Do I Do This?
As a former successful serial entrepreneur, I know
how to grow businesses. During my career, I founded 11
companies worldwide, 7 of which I sold, and bought a
further 15. These companies operated in diverse industries
such as the motor trade, advertising and PR, software
development/IT and telecoms. I am truly industry agnostic!
I "retired" in 2002 at the age of 43, but quickly got bored.
Luckily I was asked to chair a number of companies which
kick-started my portfolio career. These experiences helped
me understand how other people’s businesses operate, and
just how challenging it is to manage the diverse opinions,
cultures and focus that makes up a Board of Directors.
In 2003 I was asked to become the mentor of an interim CFO,
and as time went by the number of my mentoring clients grew.
I rarely take on more than 3 clients at a time as I need to
ensure that I'm always "present" whenever I'm needed. With
a couple of exceptions, I usually work with clients for 3
years or more, as effecting change in an organisation can
be likened to steering a supertanker — it takes time!
I’ve now spent more than 20 years crafting my mentoring and
coaching skills. I’m fortunate to be working, or have
worked, with companies all over the world, and across every
sort of industry and sector (see the experience section of
my
LinkedIn
profile).
It is a great privilege to witness and help my clients'
businesses transform, grow and become more profitable. There
is no better feeling than assisting clients to achieve their
goals. I’m humbled that some of them have described me as
“the Business Growth Guru”.
Client Stories
Many clients have been happy to provide testimonials and
case studies. Below are a selection of real stories from
real clients that show the difference I make.
Testimonials
Not Afraid to Challenge
Philip first worked with me when I was the CEO of the
Henley Management College just before it merged with the
University of Reading to form the Henley Business School.
His “Slaying Dragons” process was integral to how two
diverse business schools were merged successfully into
one.
He has been a great mentor over many years, and has
played a pivotal role in guiding me as an entrepreneur
and business owner post academia.
Philip highlighted the importance of identifying what
success looks like, and what my long-term goals were
with regards to exiting the business. Being clear about
this meant that I could make better choices, and deliver
bigger and better outcomes, for both me and my business.
He is honest, direct and, no matter how uncomfortable
the message he has to relay, I know he is always on my
side.
Prof. Chris Bones
Entrepreneur and Former Dean of Henley Business School
Increasing Value
After 24 years of running my company, I asked Philip to
help prepare it for sale.
The most important thing Philip taught me was to
recognise the value of intellectual property in the
business. I hadn't realised how established my brand
was in the market before this point, and the revelation
was pivotal when it came to the sale itself.
Philip’s counsel was always very wise, and whilst he
never shied away from difficult situations, he got on
well with every member of the team. He also did a great
job of preparing me for life after the sale of the
company.
I would thoroughly recommend Philip and would have no
hesitation to call on him again should I need to.
Barry Lea
Managing Director, Nephi Ltd
Business Nous
I retained Philip to facilitate strategic development
with a high powered, multinational association of board
members. He quickly grasped the key issues, and used his
"Slaying Dragons" process to enable 40 people from 27
countries, each with competing priorities, to consider
the issues and develop future plans effectively.
I was concerned that this strategy workshop had the
potential to fail spectacularly. However Philip swiftly
picked up on the interpersonal relationships and
politics, and handled well some hard issues that emerged
on site.
He has now been my mentor for almost 18 months, and is
someone I have come to trust implicitly.
He faces difficulties head on and assists his clients
with insight and good business nous.
Ermine Amies
Managing Director (Europe), International Council of
Shopping Centers
Case Studies
Chemical Engineering Company
OBJECTIVE
To work with the owner and senior management team to
prepare the company for sale.
The owner was in his late sixties and wanted to retire.
Shortly before Philip was engaged, the Company was valued
at circa £2.5m by a global firm of accountants. The owner’s
aspirational price was £4m.
Profits fell during the engagement as considerable effort
was put in to make the company more saleable.
OUTCOME
The Company was acquired by a competitor for £6.4m.
What was remarkable was that the buyer increased
their offer by £0.2m after the due diligence phase.
Psychometric Testing Company
OBJECTIVE
To work with the Board to grow this family owned and run
business, and ready it for any possible sale in the
future.
The founder had died shortly before Philip's engagement,
and the family was unsure of how best to on his legacy.
The business was breaking even but with no plans to, or
prospect of, growth.
OUTCOME
Philip quickly realised that the company needed to
transition from a paper based service provider to a
software as a service (SaaS) one.
He mentored the Board through the process of
- hiring a software development team that could
develop and maintain the new SaaS model
- engaging an outside agency to design and build
the web based front end
- undertaking a full corporate rebrand, including
the renaming of the company
- creating a PR and marketing strategy and its
implementation
- engaging a bookkeeping service to help manage
cashflow
After 5 years of work, the company was transformed into
one of the leading players in the EduTech space.
Philip's final act was to manage the sale of the company
to a buyer who had been tracking his client since before
the founder's death.
Financial Services Training Company
OBJECTIVE
To help the founders grow the business and create a
strategy that would enable them to eventually exit the
company.
OUTCOME
Philip identified that the business model was inefficient,
and that certain skillsets were missing within the
team.
By changing the business model, and having applied it to
historic data, future profits increase by more than 500%.
Open Source Technology Services
OBJECTIVE
Engaged by the owners to help them grow the business and
prepare the company for an eventual sale over a three
year period.
OUTCOME
The company was sold for £4m.
The eventual acquirer had tried to buy the company for
£0.5m at the very start of Philip’s engagement.