Developing a simpler structure, profitable trading, and clear succession options

The challenge.

When Oliver joined, the business was at a low point.

The company’s accountant had fallen ill and had to leave abruptly. The team had competent bookkeepers and frontline sales staff but no one to liaise with the bank or take a strategic view of the business.

The firm was also in a tough market, and with two elderly co-founders still involved in the business, succession planning was unclear.

The company had grown large and difficult to manage, with 13 branches which needed turning round. as they showed varying profitability and some no longer made commercial sense.

Meanwhile, the sole active family director was carrying the burden alone. The company needed not only a clear path forward but someone to walk it with them.

The approach.

Oliver’s role ended up being about so much more than just the numbers. He became a trusted sounding board and strategic lead, translating between the operational team and external stakeholders.

His first job was to stabilise things: re-establish bank relationships, bring objectivity to financial decisions, and help the leadership team see where and how changes needed to happen.

He was invaluable during COVID, guiding loan applications, and identifying strategic opportunities, which led to the family seeing a more streamlined future.

With exit in mind, Oliver worked closely with the team to consolidate the branch structure, sell off the lettings arm, and prepare a clean, defensible set of numbers for prospective buyers.

The CFO Centre’s solutions.

Oliver joined to bring calm, clarity, and commercial rigour, ultimately steering the business through significant restructuring and a partial exit.

He led the business transformation with the steady hand and commercial fluency only a seasoned CFO could bring.

His role included:

• Rationalising the branch network and supporting difficult but essential decisions.
• Facilitating the sale of part of the business, including negotiations and contract reviews.
• Setting up new entities and finance systems to future-proof the company.
• Translating the financials for banks, lawyers, and buyers alike.
• Offering insight, objectivity, and network connections that saved time and money.

His approach combined hands-on delivery with big-picture thinking, helping the team go from feeling stuck to seeing a path forward.