Jun 10, 2026 · 45 min · 12 segments
How do you scale a consulting business from £2M to £30M without losing culture, customer focus, or entrepreneurial energy? In this episode, Joe O’Mahoney speaks with Stuart Packham, Group CEO of…
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Stuart PackhamGuest
Joe O'MahoneyHost
So when you're thinking about what that needs to look like, um, and obviously you're in the process, so you don't, I, I guess, you know, you don't wanna share the, the final state, but what types of things are you thinking about when you're thinking about the final state of then, sort of an M- M&A, especially when you've got two or three companies, uh, in
And I, and I, and I, we haven't finished yet either, so we've got a very clear, um, M&A plan that we're a, we're a buy and build platform.
... because I think that makes both internally running the business, but also from a customer buying journey perspective, it can make it really complicated.
So when we go through an acquisition process during diligence, we will be doing lots of checking, both from a customer diligence and a brand diligence perspective.
What is the value of the brand? Um, and if the brand has an intrinsic value, we will try and find a way of protecting the brand.
But fundamentally, we are trying to line the business up so there are clear service lines, and that those service lines then have a brand attached to them.
So what we don't necessarily want is four sales development brands in the market.
So when you're thinking about what that needs to look like, um, and obviously you're in the process, so you don't, I, I guess, you know, you don't wanna share the, the final state, but what types of things are you thinking about when you're thinking about the final state of then, sort of an M- M&A, especially when you've got two or three companies, uh, in
And I, and I, and I, we haven't finished yet either, so we've got a very clear, um, M&A plan that we're a, we're a buy and build platform.
... because I think that makes both internally running the business, but also from a customer buying journey perspective, it can make it really complicated.
So when we go through an acquisition process during diligence, we will be doing lots of checking, both from a customer diligence and a brand diligence perspective.
What is the value of the brand? Um, and if the brand has an intrinsic value, we will try and find a way of protecting the brand.
But fundamentally, we are trying to line the business up so there are clear service lines, and that those service lines then have a brand attached to them.
So what we don't necessarily want is four sales development brands in the market.
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