Global Advisory Board places seasoned operators alongside UK mid-market boards — when strategy must be reset, when a new market is in reach, and when the board itself needs to work better. No junior teams. No borrowed frameworks. Advice from people who have run the P&L.
Every practice is led by an advisor with at least twenty years in the line. Engagements are scoped in weeks, staffed by principals, and closed with recommendations that carry owners and dates.
Strategy resets, portfolio choices and three-year plans built with your executive team — not delivered to them.
We stress-test where the mid-market actually competes: pricing power, channel economics and the two or three bets that deserve the capital.
Every engagement ends with a plan the board can govern: owners, milestones and the numbers that will prove it worked.
Entry into the EU, US or Gulf decided on evidence: demand sizing, route-to-market economics and regulatory load, ranked in a decision matrix.
We run the first hundred days — partner selection, entity structure with your advisers, pricing localisation and the first hires.
Post-entry, a quarterly radar keeps the board honest about traction against the plan.
Board effectiveness reviews, agenda design and independent board members for companies reaching the limits of founder-led governance.
Our advisors sit in the rhythm of your board — monthly, quarterly or annual — bringing pattern recognition from dozens of boardrooms.
Confidential counsel for chairs and CEOs on the questions that are harder to ask inside the room.
Buy-side and sell-side support for transactions between £10m and £150m: diligence coordination, valuation sense-checks and negotiation support.
We work alongside your corporate financiers and lawyers as the independent voice on the numbers — and on the integration reality.
Post-deal, a 100-day integration plan with named owners keeps the promise of the deal memo intact.
Risk registers boards actually use: a short list of existential risks with owners, tolerances and early-warning indicators.
Governance architecture for scale — audit and remuneration committees, delegated authorities and reporting that regulators respect.
Independent reviews after a control failure, focused on what changes, not who to blame.
When growth stalls or doubles too fast: commercial diagnostics, pricing architecture and operating model redesign.
We lead the first two quarters of transformation with your people, then hand over a running system — not a slide deck.
Sequenced so the business never funds two operating models at once.
Practical AI adoption for mid-market operators: where models pay back in months, where they don't, and what governance they need.
Data foundations, systems consolidation and vendor selection — negotiated from the buy side, with no reseller commissions.
Board-level AI literacy briefings so governance keeps pace with deployment.
ESG built for the mid-market: the disclosures your customers and lenders actually request, and nothing theatrical.
Energy transition planning with capital budgets a family or PE owner will approve.
Supply-chain due diligence that survives customer audit — evidence first, narrative second.
Most advisory work fails because it arrives as a project and leaves as a document. Ours lands inside the board calendar and stays useful between meetings.
An advisor at the table each month — challenging papers, testing assumptions and capturing decisions that stick.
A structured half-day each quarter: traction against plan, market shifts, and the one decision the next ninety days must serve.
Each year the board agenda is redesigned around what matters next, followed by an effectiveness review with anonymous director interviews.
Before any market entry, we score six dimensions against the evidence — and show the board where the plan is thin. The example opposite is a UK industrial group weighing DACH expansion.
Scores below 60 carry a red flag and a remediation step in the entry plan. Nothing advances to entity setup until every red flag has an owner.
Illustrative scorecard — UK industrial group, DACH entry, Q1 assessment.
Our advisors carried P&L in these industries before they advised them. Behind each sector page are the mandates, the numbers and the patterns we keep seeing.
Our panel is deliberately small: former country managers, CFOs and divisional chief executives who have carried revenue in the markets they now advise on. Between mandates they hold non-executive seats across UK industrials, software and consumer businesses.
Client confidentiality allows us to describe our work without naming names — the situations, however, are exactly as they happened.
Industrial group, £80m revenue. Two-year DACH entry scored on the radar, entered through acquisition of a distressed distributor; break-even in month eleven.
PE-backed software, £24m ARR. Board reset and pricing architecture rebuild ahead of a successful secondary at 4.1× forward revenue.
Family consumer group. Governance architecture and a first independent board chair; two siblings moved to executive roles with clear mandates.
Tell us the decision in front of the board. We will say honestly whether it is ours to take on — and if it is not, we will point you to who should.
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