Sire Technology, a dual-entity business based in the UK and Gibraltar, has been delivering expert IT services since 1993, helping enterprise organisations manage and protect their data across evolving platforms, from back-office servers to today’s cloud infrastructure.
Sire Technology had grown from a two-man operation into a sophisticated business looking after core systems with deep technical expertise and an unwavering client focus. When founder Barry Cadell decided to exit, the remaining leadership needed to find a way to unify the two companies, prepare for transition, and explore what an exit might look like. They needed to bring clarity, alignment, and financial rigour to the company structure and the CFO provided by The CFO Centre’s was just the man to provide it.
Sire was performing well, but terms like EBITDA and free cash flow forecasts weren’t part of the leadership team’s daily language. To prepare for a potential sale, they needed someone who could translate financial complexities into something meaningful and then translate their strengths into the language acquirers understand.
It was clear from the outset that the CFO wasn’t just there to ‘do the numbers’. His first priority was to look at the structure of the business. He reviewed Sire’s accounts across both entities, helping to reclassify cost centres, restructure codings, and create clearer management information. This gave a more insightful view of revenue and margin by service line, and a more “grown-up” financial profile to present to potential investors. He then turned to strategy.
With Sire showing a strong EBITDA, the CFO identified that the business was highly attractive to acquirers and positioned it accordingly. nHe created the consolidated financial picture of the two companies, pulled together a pack for buyers, and played a key role in liaising with the transfer agent. When due diligence began, He stood toe-to-toe with advisors, ready with answers and evidence. His deep understanding of Sire’s finances meant he could defend the valuation, address technical challenges, and prevent erosion of confidence that might otherwise have occurred.
The CFO became an integral part of the business, seen as so much more than a fractional CFO. He was part of the team, involved in everything from preparing board packs to defending valuation points, and he acted as a true ambassador during a critical time. He brought calm, clarity, and commercial acumen. Importantly, the relationship between Sire and The CFO Centre was highly collaborative. He took the ideas and thinking from the leadership team and found a professional way to take them forward. And when the acquisition completed, he left behind a business that was leaner, smarter, and better understood, not just by the market, but by its own leadership.
Sire was a well-run business with strong fundamentals. But navigating an exit is a technical, nuanced process and that’s where the CFO added immense value. He didn’t just tidy the accounts, he clarified the opportunity. By painting the right financial picture and speaking the language of acquirers, he helped Sire get noticed by the right buyer at the right time. Once due diligence began, he was the steady hand defending the value and articulating the story. Sire’s Managing Director, Russell, gained more than just a strategic partner: he gained time. Time to focus on sales. Time to work on future opportunities within the new group. Time to take weekends off and even Fridays to pursue his passion for flying.
Next success story
