Hymus Group operates a growing portfolio of hospitality venues across the North of England, including popular bars in Newcastle and York, alongside a recent joint venture venue in Newcastle. As the business expanded, the leadership team needed stronger financial structure, reporting and strategic oversight to support future acquisitions and sustainable growth.
Although the business was performing well operationally, much of the financial side was being managed reactively. The team was heavily focused on day-to-day operations, supplier payments and firefighting, leaving limited time for strategic planning or long-term growth.
Financial reporting and management information were lagging behind the pace of expansion, with issues around compliance, HMRC allocations and visibility over cash flow creating uncertainty. At the same time, Hymus Group was preparing for further growth opportunities, including acquiring the freehold of its York venue and exploring additional acquisitions.
To move forward confidently, the business needed stronger financial controls, better reporting and more time to focus on strategy rather than administration
Our CFO, Andrew Ware, quickly identified opportunities to strengthen both the financial function and wider operational structure of the business. The initial focus was on improving reporting and financial visibility, including introducing management accounts, daily dashboards and clearer cash flow oversight to give the leadership team more confidence
in decision-making.
By helping the business onboard a bookkeeper and implement stronger controls, significant administrative pressure was removed from the founders, freeing them to focus on growth, acquisitions and culture. Andrew also helped the business strengthen its banking relationships and prepare for future expansion, including acquiring the freehold of its York venue
With stronger reporting and better controls in place, Hymus Group was able to shift its focus from operations to strategic growth. With clearer financial information, more robust management reporting and improved confidence around cash flow and future investment decisions, the team can move more quickly on acquisitions and expansion opportunities, including bringing forward the purchase of the York freehold significantly.
The leadership team has been able to reclaim time previously lost to manual finance administration meaning they can now focus on marketing, venue growth, acquisitions and team development. The impact has also extended into the wider business culture with better progression and expansion. Hymus Group has built an unusually stable hospitality team in
an industry known for extremely high staff turnover.
“We’ve now got the information and reporting we need to grow the business with confidence. Instead of firefighting day-to-day finance tasks, we can now focus on growth, acquisitions and creating opportunities for
the team.“
Dan Van Hymus, Managing Director, Hymus Group
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