Peter’s work with entrepreneurs and key stakeholders is centred on the decisions taken by Board and Management.

  • Careful examination of the fundamentals – Stakeholder Aspirations, Assets and Attributes of the Organisation, and External Trends are at the core.
  • The analysis of where these characteristics intersect forms the basis for the fundamental pivot for the management of the Organisation
    1. Business Objectives
  • With these Obkjectives in place, the essential management tools can be derived:
    1. Business Strategy
    2. Strategic Plan
    3. Gap Analysis
    4. Action Plan


Rapid analysis of opportunities and constraints


All businesses encounter pressures to change, generated from within or from market forces. Today’s business climate is particularly testing, with large and abrupt changes created by the effects of technology, globalisation, demographics, and environmental issues. Peter has demonstrated his ability to identify the underlying business issues quickly, and help management teams shape their actions and intentions for the future.


Operational Imperatives


It’s crucial for Management to have a firm grip of the operational imperatives such as cash, the real sales pipeline, and other KPIs. Only then is Management able to do its job proactively, and avoid fighting fires and being buffeted by events. Intrinsic to any project is an assessment of the quality of Management Information and the processes to produce it.


Identifying the right strategy


Good management teams put themselves in charge of events and execute swiftly but, in their haste for a plan, often miss the benefits that come from crafting exactly the right method to win in the market. Devising a winning business methodology is vital when threats are often unknown, and market fundamentals may well change while Management is busy with execution. Peter has repeatedly developed business strategies that are simple yet sophisticated in the way they exploit advantage and mitigate risk.


Business model and positioning


The characteristics of the business model and positioning have a major impact on the prospects of every business, be it a new venture, or an existing business needing to change in response to internal or external circumstances. Significant growth in value can be unlocked by choosing exactly the right structure and positioning for the business to suit the circumstances. Peter’s skills have been developed through 25 years of first-hand experience in and around businesses that have been succeeding and many facing life-threatening challenges.


Entry into new markets


Market opportunity and competition doesn’t stand still, and all businesses must continually assess their environment and the underlying trends to anticipate the right times for action. Formal pooling of information and the application of Simple analysis tools can identify scenarios for detailed evaluation. These techniques significantly improve Management’s ability to be ahead of the game and able to execute well judged plans that take advantage of circumstances that have been missed by others.


Managing High Growth


Peter has spent nearly three decades managing fast growth businesses from the Boardroom, and is able to draw on this experience to guide his clients through the unique challenges involved. Management development and structures, team building and culture, financial information and systems, funding strategies, all need a very particular approach if growth is to continue unimpeded.


Building value


Business objectives are often focused on building value for shareholder and enabling this to be realised, perhaps by trade sale, but the pressures of competition and other factors can be just forceful in driving the need for growth. Identifying where value can be added most effectively goes hand-in-hand with pin-pointing natural moments to raise further working capital or enable shareholders to realise value. Developing a precise plan with Management is the key, and Peter has worked with many teams to raise the value of their businesses.