My clients are intelligent, dynamic leaders.
While their situations vary, many are running an SME with a clear need for their skills – and a board which expects them to deliver fast and significant improvements.
Often my role is to support the CEO by providing the traditional FD function, either part-time or on an interim basis. As such, my approach is personal, engaged, and supported by three key assets:
Many of the financial challenges facing SME business leaders are essentially the same. For this reason – and because I like to listen – I quickly reach a visceral understanding of the business and its challenges.
For example…
A year after working as a supplier for a small media company, the MD asked me to become their part-time FD stating that I was one of the few financial people he had met who “got” what his company did.
Once on board I soon discovered that he wanted to sell the business – and he needed someone with the credibility and knowledge to help him do it. None of the other board members were able to support his thinking in this.
My relationship with clients often develops into a long-term trusting partnership.
For example…
I helped steer a specialist charity through crisis; the chief executive had difficult personal issues and the board lacked financial skills. I became a confidant of both and helped them with some hard decisions. I was called back subsequently to help in turbulent times and, eventually, to ease the takeover by a larger body.
I believe it is important to help clients reach their own conclusions. I do this through dialogue, and by helping to set the framework for decision-making.
For example…
I meet up with one MD regularly to discuss the business and provide a sounding board for his thoughts and plans. He always goes away with more ideas then when he arrived. If we identify a decision that needs to be made later, I give him the structure with which he can make it.
Two years after helping a small business structure its shares, the directors asked me how to control and monitor their cash flow, as the company experiences rapid growth. I gave them the tools so they could do it themselves; a year later they asked me to become their FD.
Having relied on Gavin's advice in a number of contexts over the years I know the value he can bring to a business - be that mature, growing and startup. Establishing DLS brought with it a number of financial and strategy challenges - bringing together healthcare and digital finance models, working within a public sector value chain, dealing with heritage programmes and projects from the business units we brought together. Gavin is unusual in that he brings creativity to developing the financial structures a business needs, which is invaluable in then aligning them with the managerial and operational culture. Having advised from start-up Gavin has been ideally placed to support the company's subsequent investment rounds, developing company strategy and business plan and engaging directly with VC, Private Equity and Trade investors.
Andrew Chitty - Exec Director/ Founder of Digital Life Sciences
Gavin is a first class Finance Director. He stepped into City Lit when we were having a number of issues and took control quickly and efficiently, achieving result very rapidly. He is great to work with and a great team member. I happily recommend him.
Mark Malcomson - CEO/Principle City Lit
