SME’s
We work with many Small to Medium sized Enterprises who value the external perspective an outside consultant can bring. Often acting in a non-executive type role we provide impartial and practical help and advice that puts the needs of the business above everything else.
“Tim’s input has helped to develop what was a ‘2-man band’ into the organisation that M&M is now – a £50 million company.”
Mark Ellis, Joint Chairman, M&M Sports Ltd
“Sharon – your team building session was invaluable – people really started to understand a bit about each other. Best money we’ve ever spent!”
Kath Clayden, Personnel Manager, PGL Travel Ltd
“You both came along just at the right time for us. We never had a Bull’s Eye before but we’ve got one now; it is helping us focus on some of the big changes that we need to make.”
Cyrus Todiwala, Managing Director, Café Spice Namaste
“Your work with The Growth Cycle, building the team and work/life balance are a crucial part of our life.”
Glenn Jones, Managing Director, Pearl Lake Leisure
“As Tim Kidson always says, every business needs a Bull’s Eye.”
Helen Thomas, Managing Director, Westons Cider
Family Businesses
Over the years we have worked with a variety of family businesses that all have their own unique set of issues, challenges and opportunities. Often it can mean helping family members work more productively and sometimes professionally together or easing the pain of succession as the business passes from one generation to another.
Case Study
As soon as Richard heard Tim speak at an executive group meeting he knew that he was the person to help with his business. Richard and his brother John inherited the family business from their father 10 years ago and where equal majority shareholders. The senior team was very dysfunctional and the business was not realising its potential but Richard knew that the real problem lay between him and his brother and their inability to resolve issues.
Tim started with facilitating a Bull’s Eye day with the senior team to ensure that openness, honesty and transparency existed at the senior level. A clear direction was ascertained but most importantly for the first time Richard and John were both agreed on the direction the business should take. Upon completing the directors’ appraisals with the senior management team frustrations that had marred the brother’s relationship both at work and home were acknowledged. Committed to their development points they were able to focus on the business through a much-improved working relationship. Development points for all the rest of management team meant that everyone knew what they personally needed to do in order to achieve the Bull’s Eye.