Construction group — six years
Growth, then a finance-function crisis. Pipeline of more than £80m qualified opportunities protected alongside reputation.
Owner-managed and mid-market businesses
Work on the business. Put an independent adult in the room.
If growth, pricing and people still wait on your diary — or a sale, investment or successor is coming — this is the brochure for you. One practitioner. A defined number of days. A board that can stand questions.
When owners appoint
A structural event is coming: succession or retirement, sale, private equity or other investment, refinance, acquisition, merger or a serious restructure. Or the numbers are no longer safe — late packs, a weak FD, cash surprises, bank or HMRC tension, a board that only hears good news.
You do not appoint a NED to write the marketing plan or to replace yourself. That is an executive hire. You appoint so performance becomes inspectable and you can leave the building without the firm stalling.
What you get
NED / Non-Executive Chair — Jayesh only. About 24 days a year. First 90 days denser. Papers, KPIs, reserved matters, a meeting that produces actions.
Strategic Board Advisor — a finite brief on organisational structure or marketing / business strategy. No expanding retainer.
IPO in 5 — when the horizon is PE inside five years or a listing. Jayesh chairs; specialists join for finance, sales, marketing and growth.
In person within 100 miles of Bolton. Remote across the UK. Sector-agnostic: construction, professional services, trades, agencies, media, healthcare, engineering and other service businesses.
Why this is not generic consultancy
a multi-site UK services business — five years as Chair
80+ people to 19, volumes up, three UK units, AI-enabled M&A, usable KPIs.
An owner who kept their choices
A PLC offer above £5m was declined after consultation. The board chose diversification and acquisition instead.