About Us

Mel Loades is delighted to have been able to work with over 75 small and medium sized businesses over the years.

Mel started in senior management in his mid-20s and has accumulated a vast amount of business experience over the years, helping successful businesses becoming more successful and trouble businesses turn successful, often within breath-taking time scales.

His first senior management role was at the age of 27 as FD of a small group of businesses turning over £5m and losing some £250k per month. In less than three years the group had turned that loss to a £300k profit on the same turnover and Mel was central to that success.

From there Mel went on to work in and assist over 70 other companies including being a founder of a start-up in 1993 that listed on AiM in 1996 and was sold for £12.4m in 1999, assisting a company with growth from £1.5m to £50m turnover and turning around severe loss-making companies within very short time periods.

In 2003 Mel became an associate of the Institute for Independent Business, an international organisation of more than 5,000 business advisors to SMEs.

As part of this framework, Mel created UKBA (UK Business Advisors) forming teams of specialised, hand-picked and proven advisors grouped into regional and speciality areas throughout the UK. Mel designed a programme for the better support of SME businesses and promoted and taught the process throughout the UK and Australia.

In addition to his non-executive roles, Mel founded Personal Guarantee in 2008, a company that supports directors and other guarantors of limited company business debt and continues to run that business.

Mel enjoys using his vast business experience to act as non-exec chair to help boards of SMEs to improve their decision-making and direction, leading to greater business success along the lines of those businesses set out in the case studies.

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Case Studies

Branding Business Directors regain ownership

The two founding directors (who were outstanding brand designers) business was struggling and had to sell 50% of 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 me if there is anything that can be done for them to get back ownership of their business.

I approached the conglomerate on a no names basis to ask what their position was with respect to the sale of this division and they bit my hand off, willing to sell it for a £1 due to all the general difficulties the conglomerate was experiencing and consequently, the directors had 100% ownership of their business back.

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 the effective management and financial control of the business, it turned into a very profitable business 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, I worked with the two directors to reconcile their differences to enable them to agree a mutual way forward for the business.

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