Bluetooth based tech company fast growth and company sale to TDK

This venture backed UK based business had good technology experts that required a professional board to be put together. Mel was the first to be brought on board and assisted in recruiting a Manging Director and Financial Controller who were more than suitable for the role.

Mel continued to support the business at board level to assist in realising it’s potential. The commercial approach adopted led the company into profitable company that went on to be sold to TDK at a premium within 3 years.

£5m turnover frozen food manufacturer with £500k losses turned around to £750k profit in 3 years

Caught by recessive pressures, the business was lacking the systems to manage the business. It had great potential, but its fundamental processes meant cash was flying out of the business. Mel prioritised the fixing of these issues which alone produced the results above and formed the base for the business to remain profitable for years to come.

UK based £25m turnover business owned by Japanese family suffering severe losses turned around within 2 years

Worked on the business with a colleague. Whilst his colleague dealt with the profitability of the UK company, Mel focussed on the restructure of the severely loss-making European businesses. Within 2 years the whole group was returned to significant profitability without the need to close the European subsidiaries.

Branding Business Directors regain ownership

The two founding directors (who were outstanding brand designers) business was struggling and set to sell 50% of their company shares to a media conglomerate to steady the business. At the last minute, the conglomerate changed the deal to a take it or leave it 80% purchase and the directors felt they had no option at that time. 2 years later, they asked Mel if there is anything that can be done for them to get back ownership of their business.

Mel approached the conglomerate on a no names basis to ask what their position was with respect to the sale of this division and the conglomerate bit Mel’s hand off, stating that they were willing to sell it for a £1 due to all the general difficulties the conglomerate was experiencing & consequently, the directors had 100% ownership of their business back within 6 months.

Group losing £250k per month turned around in two and a half years

Turning over some £5m, money was haemorrhaging fast. The business had grown very successfully over the previous 6 years with an innovation in the graphics industry and had invested in a plethora of other very diverse businesses.

In the mix of the various groups was lack of effective management, no financial systems, no financial control and a major fraud in one set of subsidiaries. With the sale of many of the
divisions for more than they were really worth and improvements in the effective management and financial control of the business, Mel was instrumental in turning the business into good profitability within 2.5 years.

Innovative product business with locked board and control

The two founding directors and shareholders were locked in battle about the direction of the business, which had a single but highly successful product in the media product arena. The behaviour of the directors was extraordinarily divisive.

Whilst Accenture worked on the underlying marketing of the product in a global market, Mel worked with the two directors to reconcile their differences to enable them to agree a mutual way forward for the business.