The work, with the numbers left in.

The situation

Revenue was strong. Everything underneath it had been outgrown. There was no formal strategy, the operations had never been structured, and nothing separated the family’s personal assets from the trading business. The business had hit a ceiling, and nobody could say where the next $10M was going to come from.

What we did

Growth and operations. We wrote one business plan that tied the revenue targets to the cost structure and the strategic priorities, so every part of the business was working to the same numbers. Balanced scorecards went across the business units. Key people got individual development plans. We recruited into the gaps and restructured the team around the plan. Then we redesigned the operations end to end — the systems and the processes, not just the org chart.

Ownership structure. We designed the separation of the family’s assets from the trading risk. Strategy designed by Seven Capital, implemented by the client’s lawyers and accountant.

The ceiling moved. And what the family had already built stopped riding on the business’s risk.

A business family behind an operating company? This is the structure half of the family work. How the family work runs →

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The situation

The product worked and the market wanted it. That was the whole of the case for the business. Nobody could say what it cost to make, what it should sell for, or which lines and customers were worth the capacity. And the intellectual property the business rested on had never been treated as an asset, let alone protected. The growth was there to be had. Nothing underneath it was ready to carry it.

What we did

The commercials. We built the commercial picture from the ground up: true cost to make, margin by product and by customer, and a pricing structure built on both. That became one plan tying the revenue targets to the cost base, with an operating cadence behind it — reviewed with the owner against the numbers, month by month.

The intellectual property. We identified what the business actually owned, and designed how it should be held and protected, so the value sat somewhere it could be defended.

The structure work, the tax treatment and the intellectual-property filings followed the same rule as always: we architect the strategy and coordinate your registered tax adviser / accountant / lawyer to implement it.

A good product stopped being the only thing holding the business up.

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The situation

A listed retailer trading across markets, reporting performance publicly every half. There was real commercial upside sitting in the store network and the supply chain, and the usual number of excuses available to a listed company: none.

The work

We diagnosed the performance gaps across five dimensions, then designed and executed the improvement program alongside the internal team — the work itself, not a report handed over. Commercial strategy and in-store execution were rebuilt. Upsell and cross-sell frameworks went in, with a pricing review behind them. Teams were trained to convert. Inventory control and loss prevention were tightened. Supplier negotiation and product mix were reworked.

It’s here because these are the same levers we pull inside client businesses — at client scale, with the owner in the room.

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