Whilst the business had established solid foundations, it faced several complex operational and financial challenges that needed to be addressed to facilitate growth.

The most pressing issue was cashflow management, particularly due to their business model requiring significant upfront investment in stock. The company needed to purchase products in bulk to maintain competitive pricing and ensure availability, but this created substantial pressure on working capital before sales could be realised. 

Each of the three business arms presented unique challenges: 

• The design consultancy needed strengthening to establish itself as a standalone profit centre 

• The retail division required development to become self-sufficient and less dependent on installation services 

• The installation arm needed systematic processes to scale efficiently whilst maintaining their high standards 

Additionally, the business faced operational inefficiencies in their internal processes, particularly around stock management and ordering systems, which were consuming valuable time that could be better spent on growth activities. 

The owner’s vision was to scale the business sustainably across all three arms whilst maintaining their reputation for quality and service excellence. This required carefully balanced growth strategies that would allow each division to develop without compromising the others or straining the company’s resources. 

The business also needed to build resilience against market fluctuations and economic uncertainties, requiring a more robust operational structure and improved financial management systems.