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How to Drive Organic Growth in your Business

If you want to boost your business growth rate but consider mergers and acquisitions too costly and risky, then consider using a safer, albeit slower organic growth strategy.

Provided it’s profitable, growth can help your company to attract top-performing talent and investors. It can also generate financial resources that will fund expansion.

A business that grows organically uses its internal resources, without having to borrow or get involved in takeovers, mergers or acquisitions, to expand operations.

By comparison, those that rely on inorganic growth use external funding or growth opportunities such as mergers and acquisitions, to expand.

Although internal growth is slower, it can result in increased output, greater efficiency and production speed, higher revenue growth and better cash flow, according to the FD Centre’s multi-channel retail specialist and part-time FD, Sanjay Patel.

For those reasons, organic growth is growth that’s critical for the success of any company, not just those in the retail sector, he says.

It’s also why organic growth is important to existing and potential investors because they want to see the company is capable of increasing output and earning more than it did in the previous year.

Growing organically is what many high growth companies do, according to a global McKinsey report. The study found that organic growth is key to companies’ futures.

Top performers invest in existing high-growth activities by using funds from a variety of sources; create new products, services or successful business models; or perform better by continually optimizing their core commercial capabilities such as marketing, sales and pricing, the report growth

Interestingly, the top growth companies in the study used a combination of all three strategies, it revealed.

The top performers also tend to be better at developing the right capabilities to support their chosen growth strategies, such as using advanced analytics and digital customer experience, it explained.

Although the study focused primarily on publicly listed companies in the US and Europe, its conclusions are just as crucial to both small and large privately owned companies.

Of course, scale-up companies might not have the resources that top growth firms do that enable them to introduce more than one strategy at a time.

But if you want your company to enjoy the benefits of organic growth, then you need to use at least one of the three main organic growth strategies.

It’s also worth considering using a combination of organic and inorganic growth.

Three organic growth strategies

  1. Continuously optimize your commercial activities (those that involve how your products or services are priced, marketed and sold)
  2. Reallocate funds from unproductive costs or low-growth sectors of the business into activities such as high-earning products or services that already perform well and which will boost earnings and growth
  3.     Create and develop new products or services and develop new business models.

Measure success

It’s crucial you use data analytics to determine which growth initiative is having the most impact. Such analytics should make it easy to see which strategy is the most cost effective.

Embedding analytics into the company’s most critical commercial processes will make it easier to get useful insights. The faster you can get access to such insights, the easier it will be for leaders in your organisation to make important strategic decisions.

Why knowing your target market is critical

Thorough knowledge of your target market is essential for long-term organic growth. Without it, it’s unlikely you’ll be able to increase your market share.

If you know how your target customers or clients think, behave, and make decisions, you’ll know in which products and services you need to invest most of your funds.

Your research should make it easier to know what new product lines or services will appeal to your target market.

It will also allow you to tailor your marketing efforts and the pricing of your products or services towards your ideal customers. They’re the ones who buy the most products most frequently.

Social media marketing

For example, the research could reveal that most of your customers come to your online retail shop via recommendations they find on social media. These might include social networks such as Facebook, Twitter and Instagram, blogs, vlogs, forums and consumer review sites.

This insight could mean you decide to focus most of your marketing efforts on getting more organic sales by reaching out to more social media influencers and producing SEO (search engine optimized) content for other people’s blogs, vlogs as well as your own blog and YouTube channel.

The deeper your understanding of your target market and ideal customers, the easier it should be to identify potential markets, invest in product line extension and create future revenue streams.

While becoming more effective at generating sales and annual revenue should result in better top-line figures, it’s also important for your company to become more efficient in spending and managing your operating growth

The right mindset

To be one of the top growth companies, your business needs a growth mindset as opposed to a fixed mindset. The fixed mindset organisational culture is based on the idea that personal traits are fixed, and natural ability is unchangeable.

Organisations with a fixed mindset tend to reward ‘genius’ type employees, the ‘star’ performers, and overlook so-called ‘under performers.’ Such organisations by their very nature hinder rather than encourage growth.

A growth mindset is based on the belief that everyone can increase their ability, talent, and intelligence, given the right opportunities to learn and be curious.

Organisations that share a growth mindset are more adaptive and flexible and, therefore more agile – the very qualities that a company needs to be able to take advantage of new growth opportunities.

Top Business Expansion Strategies for Entrepreneurs

If you want to grow your business, you’ll need to use key business expansion strategies, preferably one that involves the least amount of risk and effort.

Depending on the demand for your products and services, your competition, the size of your market and market conditions, you could use one of the following growth strategies to expand your existing business:

  • Increase your market penetration by selling more of your products or services to your existing customers.
  • Expand your market by moving into new areas, territories or countries.
  • Increase the range of products or services you offer to new and existing customers.
  • Diversify your existing products or services to attract different customers. 
  • Use new channels to sell your products or services such as through an online shop, direct mail catalogues, joint venture partners or affiliate expansion strategies
  • Acquire or merge with another company (to increase market penetration, market expansion, product diversification, and market share). You could buy or merge with a competitor, a supplier or a distributor to achieve your growth objectives.

Most of these can be achieved through organic business growth. The exception is the acquisition of or merger with another company. Merging or acquiring other companies can be riskier than relying on organic growth but if successful can help your company to achieve rapid growth.  

Obstacles to growth

Sadly, only a third of small businesses survive more than 10 years, according to the US Small Business Administration (SBA). They fail for a number of reasons, including:


  •  A lack of planning


Too many small business owners create a business plan to get start-up funding then never refer to it again. By comparison, the owners of growing, thriving companies develop strategies to achieve the objectives they’ve detailed in their business plan, according to Paul Vennard, Regional Director of the FD Centre. 

They then use their business plan as a benchmark by which they can measure progress towards their goals on a monthly, weekly and even, a day to day basis. 

For instance, they can see how close they are to achieve a percentage increase in profit margins. 

They can also use the business plan to develop systems and processes that will help make the company more efficient and more likely to survive and achieve its long term objectives.


  • Lack of skilled people


To expand your business you need people with the right skills and knowledge to deliver your products and services, says Vennard.

But a 2018 global talent shortage survey by the Manpower Group showed that 45% of companies struggle to find people with the right skills to fill open positions. Those unfulfilled roles pose a threat to a company’s productivity, efficiency, and future growth.


  • Lack of expert advice


Businesses can fail to achieve their growth projections simply because their owners and management team didn’t have access to people with expertise. Quite often, business owners are not even aware they can get help from people who have experience in growing companies. For instance, the FD Centre offers part-time Finance Directors who have all had big business experience. They can guide SME owners and help them overcome obstacles to growth.


  • Inadequate risk management


Poor risk management, that is a failure to identify, assess and control the internal and external threats to the company’s capital and earnings, can result in workplace accidents, failed projects, computer security breaches, loss of contracts, higher costs, legal action and, in the very worst cases, closure.


  • Poor financial management


Quite often the CEOs of small companies lack sophisticated financial knowledge. Poor financial management can lead to inadequate controls, high overheads, and overly optimistic financial forecasts. Some business owners can be unaware of the impact that rapid growth can have on cash flow and come unstuck. 


  • Little market research and poor marketing efforts


Inadequate market research can have disastrous consequences for any company. Your company could expend time and energy trying to sell to an audience that is not interested or can’t afford to buy your products or services, for instance.

Similarly, your company could miss opportunities such as joint ventures or expansion possibilities. It could also overlook threats such as new market entrants or changing consumer tastes.  

You need to have realistic expectations of your marketing’s reach and likely sales conversion ratio. 

Even when your market research is adequate, your company still needs strong marketing to ensure your target audience is aware of your products and services. You need to have the capacity to send the right message to the right people at the right time.

Lack of funding

Your company’s growth might plateau due to a lack of growth funding. This is particularly the case if your company is past the start-up phase, and if you don’t have further assets to borrow against. 

business expansion strategies

How to Grow A Company Successfully?

If you want to grow your business successfully, then you need to get the basics right. That’s things like your mindset, your long-term objectives, strategies, and the team you’ll employ to help you achieve your goals. In this article, we’ll delve into the tips on how to grow a company successfully.

To build your business, you also need to develop a system to attract and retain high-quality customers.

For that to happen, you must understand your customers’ needs and pain points. What burning needs do they have? What keeps them from falling asleep at night? 

Your customers must believe that your products or services will meet their needs or overcome their challenges.

Have the right mindset

One of the things that determine a business’ success is the business owner’s thinking. If the business owner has a clear vision of how the company should develop, it is highly likely that the company will also go in the same direction.

Set your objectives and develop growth strategies

how to grow your company successfullyYour goals for your business will provide an overall framework for everyone to follow. The strategies you’ll use to achieve those objectives should serve as a roadmap. It will help you to build a structure and bring a focus to decision making.

Once you’ve translated your goals into strategies, you can develop systems and processes that will help with the smooth running of the business.

Many businesses fail in the execution of their strategy. Don’t be afraid. It’s better to execute a mediocre plan correctly than it is to execute a perfect plan poorly.

Hire top-performing talent

A successful business depends on top-performing talent. That is hard-working, determined people whose goals are aligned with the organisation’s goals.

The more your organisation is seen to trust employees with responsibility and to invest in their career development, the more likely it is to attract and retain top performers.

Sir Richard Branson, Founder of the Virgin Group, says, “There is little point recruiting great people if you don’t then give them the autonomy to take their role and run with it.

 “It also frees you up as the founder to focus less on the day-to-day activities and more on the over-arching objectives laid out in your 10-year roadmap.”

But rather than rush to hire people as you scale up, consider outsourcing tasks and using freelancers or temps. This could save you from hiring the wrong people and facing costly turnover.

Attracting and retaining customers

Many business owners make the mistake of focusing their entire sales and marketing efforts and budget on attracting new customers. They often overlook the needs of their existing customers.

They forget that it’s cheaper and takes less effort to get more orders (and bigger orders) from existing customers than it does to convert leads into new customers.

Ignoring your existing customers is a huge mistake. People don’t like to feel as if businesses take them for granted once they’ve placed an order. If they feel neglected, they’re likely to move to another company.

They are also highly likely to take to social media to vent their frustrations if your business doesn’t provide great customer service. This could mean bad word-of-mouth advertising on a massive scale. 

People expect excellent customer service in every interaction they have with your company whether that’s face-to-face, by letter, email, phone call, text, or via the website.

It doesn’t matter if you run a small business or a large corporation. Your company must deliver an exceptional customer service experience.

Don’t sacrifice sustainability for growth

Rapid growth might be desirable, but your company must be able to cope with its effects. For instance, can your company meet a sudden influx of orders? What impact would that have on your cash flow? There are dangers in scaling up your business too fast. They include:

  •         Hiring the wrong people
  •         Losing track of your finances
  •         Management mistakes
  •         Not maintaining customer service
  •         Ineffective business operations
  •         Technology problems
  •         Cash flow mistakes

 Get in contact with us today so we can book in a consultation meeting with one of our dedicated Regional Directors, to show how we can help the growth of your company.


Merger and Acquisition Strategies for Rapid Growth

If you want your company to enjoy fast, explosive growth, then consider merging with or buying a target company.

If you use the right merger and acquisition strategies your company could gain many competitive advantages and transform from a scale-up to a large firm.

It could also benefit from new technologies or skill sets, increased output, and more fixed assets. It could achieve an increased market share like Disney achieved with its $71.3 billion merger with 20th Century Fox in early 2019. The merger meant Disney boosted its domination of cinema with the newly merged company commanding 35% of the industry.

Your company could enter or expand into other markets or territories by merging with or acquiring a company that already has a strong presence there.

Acquiring firms can get substantial cost or revenue synergies from the merger or acquisition. For example, the company could benefit from the increased buying and negotiating power it has, thanks to the merger or acquisition.

It could achieve vertical integration, with potential cost and efficiency savings. Some of the business units within the merged firm could be consolidated.

merger and acquisition strategies
A successful merger or acquisition could mean that your company could raise prices, sell more products or services, and even change market dynamics.

With an expanded business, you could benefit from internal economies of scale. Your business could get access to raw materials or gain control of your supply chain.

Your business could achieve a virtual monopoly in your market through horizontal integration. That is, acquiring or merging with a company that is on the same level in the production supply chain as your own.

A successful M&A in another country could provide substantial tax benefits too. Many governments offer substantial tax benefits to companies that merge with or acquire local companies.

All of this can be achieved in the short term rather than the years it might take if you rely solely on organic growth.

However, before you start looking for target companies, it’s essential to undertake strategic planning. You and your Board of Directors need to consider your company’s goals, resource allocation, business portfolio, and plans for growth.

You can then better decide if merging with or buying another business fits with your company’s strategy and goals.
It’s far better to do this early on rather than after you’ve acquired companies.

Raising finance to fund the merger or acquisition

If you decide that a merger or acquisition will fit with your goals, then you’ll need to consider how to finance your merger and acquisition (M&A) deals.

Borrowing from third party lenders makes an acquisition or merger possible for growing SMEs. There are of course other ways to finance a merger or an acquisition. They include exchanging stocks, taking on debt, issuing an IPO, using cash, and issuing bonds. Some of these might not be feasible for SMEs.

Banks are still the main source of primary loans, but there are several alternatives to consider. They include direct lending funds and private placement markets.

You can use debt capital, equity capital, mezzanine capital, or convertible debt to complete your merger or acquisition.

The benefit of using debt capital in which you borrow against any debt-free assets is that you won’t have to give up equity in your company.

With equity capital, you sell a portion of the equity you own in your company. Private equity groups will offer to fund you in return for a stake in your company.

You could consider applying for a private placement loan. With that, you sell shares in your company to a select group of investors. The advantage of a private placement loan is that it can be a cheaper and quicker process than a public share offering. It is less regulated too.

The benefit of getting an asset-backed loan from a direct lending fund is that the fund manager may offer a more flexible deal structure than a bank. You will also keep control of your business.

Mezzanine capital is a hybrid of debt and equity capital. Lenders will look at your cash flow and your company’s future growth rather than its assets.

If your company is classified as high risk and you’re unable to get credit, you could raise funds through convertible debt. A creditor will loan you the money in return for a mix of equity in your company and debt-free assets.

merger and acquisition strategies
Use experts

Many financial and legal factors need to be considered before merging or acquiring a business. Mergers and acquisitions require analysis of the following:

  • Market opportunity
  • Company resources
  • Company’s liquidity (to ensure it can make and sustain the investment
  • Statutory and regulatory restrictions (especially linked to competition)
  • The speed of the process
  • Impact on customers (especially if the M&A results in market domination and a price hike)

In the medium and long term, the success of the operation depends on three things:

  • The size and global scope of the resulting business
  • The capacity of the management team
  • The integration of strategic and operational functions.

It’s crucial that you understand the market your target company is in, identify entry barriers, and evaluate its potential for growth.

Your due diligence should include the company’s intellectual property, its contracts, balance sheet, management, staff, benefits packages, property, leases, and stock.

That’s why a successful merger or acquisition relies on the help of external M&A advisors who have expertise in this area. They can carry out due diligence, provide advice, and even negotiate on your behalf. They can also save you from making a costly mistake.

Many mergers and acquisitions fail due to factors like poor research of the target company and due diligence being carried out by buyers who have no experience in M&A transactions.

They can also suffer from too much focus on post-merger cost-cutting rather than growth, as was the case with the merged Kraft Heinz.

A mismatch of cultures or even IT systems and other technology can also result in M&A failure. This was the case when the German car manufacturer Daimler Benz bought the American Chrysler car company for $36 billion in 1998.

While the German company catered to an affluent market, Chrysler offered its cars at competitive prices.

The union didn’t work and in 2007, Daimler Benz sold Chrysler to Cerberus Capital Management for $650 million.

That’s why it is so vital to use advisors who are well-versed in M&As. They’re likely to be doing M&A deals on a day to day basis.

So, if you want your company to grow dramatically, acquire new customers, and enjoy a sustainable competitive advantage, start looking for target firms that are ripe for acquisition or a merger. But talk to the M&A experts at the FD Centre first. Call 0800 169 1499 now.

finance director south coast

Hiring An FD in the South Just Got Easier

Ambitious business owners in the south will now find it easier to increase profitability, improve cash flow and maximise the valuation of their SMEs with a part-time finance director.

That’s because the UK’s premium provider of part-time Finance Directors, The FD Centre has just created a regional centre to serve more businesses along the South Coast.

The Solent regional office will cover an 85-mile area that stretches from Bournemouth in the south-west, Winchester in the north, to Bognor in the south-east and incorporates the four distinct cities of Southampton, Bournemouth, Chichester, and Portsmouth.

The FD Centre’s 250 part-time FDs work with more than 600 clients across 20 regions in the country. Typically, FD Centre clients are SMEs with turnovers of between £3 million to £25 million. They’re companies who need the professional services of a dedicated part-time strategic FD with big business experience, who can guide them through the next stage of growth.

Matt Fernandez, who was born in Havant and has lived and worked throughout the region for most of his life, is the newly appointed South Coast Regional Director.

He says the FD Centre’s part-time FDs have been working with clients in the region for some years, but an increase in demand for help from local business owners led the company to decide to establish more of a presence here.

The government has identified the Solent and South Coast as an area of potentially strong economic growth and increased job opportunities, so it makes sense for the FD Centre to have a base here, he says.

His ambition for the next three years is for the FD Centre regional office to become the go-to resource for growing SMEs along the south coast.

He also wants to expand the FD Centre’s network of strategic business partnerships, including regional banks, accounting firms, corporate financiers, solicitors, and challenger banks.

“Our Finance Directors want to be able to offer best-in-class solutions to our clients along the South Coast. So, part of our strategy is to identify and build relationships with the best professional service companies in the region.”

Fernandez also plans to increase his team of hand-picked part-time FDs. Although the team is small, the breadth of experience of the FDs is vast. They’ve held senior leadership roles across most sectors including working for tier 1 brands such as Oracle, Homebase, B&Q, Ben Sherman, and Farrow & Ball.

In the future, he’ll be looking to find part-time FDs to work with SMEs involved in the region’s major industries including maritime and marine, advanced manufacturing, aerospace, defence, life sciences and health care, and IT.

“Our FDs are exceptional generalist CFOs or FDs with very strong relationship-building and interpersonal skills. Some have worked as interim MDs too, so they really understand the decision-making process their clients’ experience.”

Successful candidates go through a five-stage interview process and then a five-day residential onboarding process.

“We really want to be sure we choose the right people to join our network of part-time FDs,” says Fernandez.

The FD Centre FD’s agree a bespoke plan to maximise their value to the client, typically engaging 2-4 days each month depending upon the needs of the company.

To find out more, contact Matt Fernandez at [email protected].

“Working with many different businesses, allows me to keep the thrill of making a difference to business successes but also be around for the family moments that I wouldn’t want to miss.”

Amanda Brown, FD at The FD Centre in Kent (part of the CFO Centre Group)

Back in 2017, with over 25 years of FD board experience, Amanda started thinking about the benefits of a more diverse way of working. She was hoping for more flexibility – which would allow her to be around for her children. What is it they call it these days – being present?

It wasn’t that she was unhappy in her current role or that there was any big decision to be made. It was simply that she wanted to feel like she was making a difference whilst working around family life.

She noticed an online advert for the FD Centre, decided to get in touch and the rest is history, as they say.

And now, with three children ranging from 8-28, there’s never a dull moment for Amanda but there’s definitely more time to catch up as a family than there were before:

“Working with many different businesses, allows me to keep the thrill of making a difference to business successes but also be around for the family moments that I wouldn’t want to miss. When I was working as a full-time FD, making a difference was always the aim but now with the diverse portfolio of clients I can share my experience and essentially impact more companies and people’s lives positively.”

Amanda’s the first to admit that life can still be hectic – in fact, a client has recently asked her to run a key project for them for a 5-month period.  The buzz of the job and the opportunity to support a growing business makes it all worthwhile. And no-one wants too much time on their hands, right?

If, like Amanda, you’d value the opportunity to work with a diverse set of clients and the flexibility to manage your own priorities, please do get in touch –

“As a Regional Director, I’m able to structure my days however suit me. With a team of highly skilled FDs and the support of the wider team I feel like I’ve finally achieved the right balance.”

Michael Burton, RD at the FD Centre in the North and West Yorkshire (part of The CFO Centre Group)

Back in 2018, Michael exited a small medical device business that he had set up with his business partner.  There were no hard feelings and the decision was theirs – they had set up the UK operation for an Indian manufacturer and had agreed on an exit plan for when they’d built it to a certain size.

With a wealth of experience in pharmaceutical and medical sales, Michael has led national and international sales operations for different businesses, all building long term relationships within the NHS. After exiting the business, he was finding it tricky to decide on his next move as he knew he didn’t want to commit to 3-4 nights away from home as he had done in previous positions within the corporate world.

Looking through LinkedIn, he stumbled across the RD role with the FD Centre. The name rang a bell and Michael realised that he’d worked with a principal from the FD Centre when he helped to set up a contract sales division for a recruitment company over ten years ago. He called up his old contact and the rest is history.

Michael now enjoys the autonomy to run his own region and as his contacts are all local, there’s a lot less travel than he was used to in his old role. He’s also in control of his own diary:

“As a Regional Director, I’m able to structure my days however suits me. With a team of highly skilled FDs and the support of the wider team, I feel like I’ve finally achieved the right balance.”

When reflecting on the interview process, Michael describes how the job is everything he expected it to be:

“Everything I was told before I joined is absolutely true – I’m surrounded by good people and there’s a supportive structure. Without all the corporate clutter, my mind is free to focus on the positive things.”

business budget.jpg

Business Budget – A Simpler, More Effective Approach

Hearsay, you may shout! How can I possibly run my business without a budget? Can I hold managers accountable? How can I reward and incentivise my staff to perform? 

And, most importantly, how do I measure my financial performance on a monthly basis? All these are very valid questions, but an annual business budget is not the best financial management tool to achieve this and can drive limiting behaviours.

What if I were to say there is a better way. A way that improves financial performance and increases employee engagement. This way is known as Beyond Budgeting.

Let’s remind ourselves of the 3 core objectives of any business budget:

  1.       It sets a target i.e. what we want to happen
  2.       It acts as a forecast i.e. what we think will happen
  3.       It’s there to allocate the company’s resources i.e. capital expenditure

A business budget is both a target and a forecast. How can one number be both things?

A budget sets a ceiling on performance, once it has been met what is the motivation to keep going? After all, you are only going to get a bigger target next year. “A new survey from Clutch just revealed close to two thirds or 61% of small businesses don’t have an official documented budget”.

A budget sets out fixed costs with a plan of how we intend to get to our destination and it also allocates company resources accordingly. The world never ends up being how we planned it, so why do so many of us continue to follow – and stick to – the budgeted plan that is now out of date?

Many businesses witness a drop, both in employee performance and their motivation levels just because a large customer went bust during the year. This sees them losing any hope of commissions or bonuses just after the first quarter and you don’t need to be an expert to understand that this is not good for business.

These conflicts that arise due to budget conflicts need to be resolved as they can cause serious disruptions. We can resolve them by separating them and having different management processes.

Setting a small target that will take 12 months to achieve is not ambitious enough. Why not reach for the stars? If the target is met in 12 months maybe it wasn’t ambitious enough. If the target isn’t ambitious enough, you give yourself very little chance to achieve big things.

The world outside our businesses does not beat to the sound of our company’s financial year-end. Many of the important business decisions are made in the last few months of a financial year to hit a budget number, that was set 15 months earlier. This lack of strategy shows the ineffectiveness of business budgets as the only means to measure performance. 

Often these decisions cost the business in the subsequent months. Time is a continual line; we should manage our businesses in the same way. The numbers that we make budgets for, get added up every 12 months (the previous year) to pay business loans, not to manage decision making.

Wondering how you can make better decisions in the light of the numbers that your business generates by not being dependent on a budgeting worksheet that you keep on following every year? You can do this using rolling 12 forecasts. Using this technique, you can forecast what you believe will happen in the next 12 months. Every month, you renew this and plan for the coming 12 months without limiting yourself to a specific period.

This helps you in understanding if you are closing the gap on your target or are you going away from it. If you’re closing the gap, keep repeating what’s working, if you’re drifting away, try something new. Measure, report, assess and repeat, never stop seeking to improve.

Allocate cash flow based on the opportunity, as it arises. Empower management to make decisions that improve customer service, delivery and seize the opportunity when it arises. Simplify decision-making for resource allocation and keep the process simple and easy. It does require rigor – just enough to make sure everything’s well thought through.  

Lead your business by establishing clear values, goals, and boundaries. Delegate responsibility to those closest to the customer; give teams and management autonomy and freedom to act.  Promote transparency. Bad news is to be shared openly, so the remedial decisions can be made quickly. 

Create bonus pools, not individual targets. You want everyone in the business pulling in the same direction. 

The process of how small business manages its financial decisions is a culture driver. By managing your business using the above processes, it will change the culture and drive performance and increase employee engagement, improving staff retention and customer satisfaction. A happy employee is the most important step that leads to a happy customer.

So, let’s go beyond budgeting and business budget templates to break the glass ceiling that these budgets set and unlock the potential of your employees and their abilities.

METIS Aerospace Ltd and BBC2 Horizon Documentary

An FD Centre client, METIS Aerospace Ltd, based in Lincoln, is to be featured in a BBC2 Horizon documentary to be shown on Monday 1st July 2019 at 9.30pm.

The programme entitled “Britain’s next air disaster? Drones” will describe the proliferation of drone ownership in the UK and the potential consequences of their negligent or malicious use.

The program will include interviews at London Southend Airport with Alex Cruikshank, Chief Technical Officer of Metis Aerospace demonstrating the capabilities of one of the world’s leading drone detection systems, SKYPERION.

Skyperion works by detecting the radio signals between the drone in flight and the pilot. The RF detection is complementary to other systems such as radar and cameras thereby providing an extremely reliable multi-layered approach to drone detection.  This will be key in preventing the incursion of drones into the airspace around airports, thus ensuring ‘Britain’s next air disaster’ is not the result of a collision between an aircraft and a drone.

IMKO London

IMKO LONDON is a complete ‘full service’ general contractor and construction management company. Our experienced management team has the knowledge and experience in the mechanical, electrical, structural and architectural fields to find and eliminate unforeseen challenges in the construction process, providing solutions to these issues up front. This approach helps to eliminate project risks providing program and budget certainty on each project.


Mykola, the managing director is an established business owner and successful entrepreneur in the extremely dense and challenging construction industry in London. Specialise in high-end and luxury residential makeovers, basements, extensions and new build with over 14 years experience. In addition to construction, successful property investor and developer with projects in London and Home Counties.


At IMKO LONDON everybody works hard to make sure that the three most important principles of the construction industry are upheld on every project: time, quality and value. We use CRM and project programming software, seeking to maximize results and value in every area of our business. We work with our clients to save them money without compromising quality in each phase of the construction process. We are always seeking new ways through technology, research and innovation to maximize the value of each project while eliminating the extra cost and completing each project in the time agreed. These can be extremely important, protecting your investment and budget from the effects of a volatile market.

We can guarantee this because of the professionals that work with IMKO LONDON. Our staffs understand the importance of the processes we use and the safety standards by which we operate. We live for the challenges that come with each construction project and we believe that our success is based on the extra effort we give.


One of IMKO LONDON’s recently completed project was a near 8000 sq ft family house with complete renovation and refurbishment and expanding the space with a sunroom and orangery extensions adding 2000 sq ft living space. The dated building required extensive works to modernise the steel structure and build a new foundation and a whole new roof.  Inside every bathroom got refurbished and the kitchen was updated to modern standards to harmonise with the other parts of the house which all received its caring touch to make this house a lovely and welcoming warm home for our dear customers.


Check out the video below for a walkthrough of the newly completed family house:


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