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Companies that have surpassed the £20m turnover mark have already worked hard to structure their business in a way that maximises business growth and the value of their enterprise;

They’ve been focused on driving sales

They've negotiated costs to the best of their ability

They’ve reviewed and optimised their operational processes.

In short, they’ve already examined each area of the business.

Yet many CEO’s and investors that I speak to know that they could do even better. They’re just not sure how.

One of the most common questions I am asked by CFO's and Financial Controllers is; "How much can we improve EBITDA from our supply chain?"  My answer, is always the same; "More than you think. Probably about double."

In economies like these, growing the business and its enterprise value can be challenging.  In fact, it’s always challenging!  

Increasing EBITDA and the multiples needed to increase company value, requires a laser-like focus on certain high-impact levers available to you.   

As a Finance Leader, an Executive or Business Owner, you have many stakeholders to keep happy and challenging targets to meet. As the conscience and steward of the business no doubt, you will face questions around:- 

As the key person responsible for governance and stewardship of the business, most CFOs are losing some sleep in these troubled times. There are plenty of balls to juggle and people to answer to, but whatever the pressures, a clear focus on Enterprise Value can provide an immediate improvement in cash flow and set the business up for future growth.

Covid-19 is accelerating business transformation in the Healthcare and Lifescience sectors. The businesses which will be successful in this period of uncertainty are those which are able to embrace innovation and bring new propositions to market despite challenging headwinds on funding, working capital and supply chain integrity. Even before the pandemic, both sectors were facing a compelling need for change. The pressures on the NHS were well documented and the social care sector required new thinking. Drug regulation and long sales cycles created complexity and the fast pace of innovation added further challenges. Businesses involved in developing or producing pharmaceutical, medtech or digital health products faced many questions linked to patient experience including:

• new technology such as robotic surgery
• improving clinical trial outcomes
• ensuring greater participation including women, minorities and older patients
• and ensuring improved access to and better use of data.

Disruptive procurement is the process of creating real business value and competitive advantage by:

• deconstructing what the business really needs,
• challenging established business processes,
• leveraging knowledge from outside the normal points of reference, and
• designing, assembling and managing the supply chain in new and innovative ways.

Property directors and facilities management companies are always under pressure to reduce costs in everything that they do, but there often comes a point when a cheaper alternative fails to deliver the service that is required.

The world is experiencing a severe economic and social shock.  To achieve a more equitable society where growth is shared, Environmental, Social and Governance (ESG) issues need to be at the top of the agenda for both government and business.  Businesses, both large and small, are typically more agile and can make a real and faster difference if they choose now to change the way they impact the world.  Whilst containment is the main objective for many small and mid-sized businesses right now, taking the eye off the ESG ball would be a mistake and will impact growth and profitability long term.