A long-term successor for one great British business
Succession Reef is seeking to acquire and operate a single business in the UK
A reliable partner for your succession
I grew up in a family of small business owners, and from an early age saw first hand both the pride and responsibility that comes with building and running a company.
I've spent my career working with executive teams to improve how businesses operate and grow. Most recently, I worked as a consultant at Boston Consulting Group (BCG) building strategies and leading operational improvements for FTSE 100 and Fortune 500 clients.
Outside of work, I enjoy running, basketball, and fencing, and previously worked around the world as a scuba diving instructor. I live in London with my partner, Ella.
I hold an MBA from MIT Sloan and a BA from Northwestern University.
My guiding principles
I set up Succession Reef to buy and run one great business in the UK for the long term. My approach is different from private equity, financial buyers, or competitors. I am focused on continuity, stewardship, and running the business well year after year rather than short-term outcomes.
I intend to respect what you have built. That includes the way the business is run, the standards you hold, and the reputation you have earned over time. Any changes I make would be gradual and practical, with the aim of keeping the business strong and reliable for the long term.
Respect
I have deep respect for the work, commitment, and care that you put into building your business over many years. The culture and values that sit behind that success matter, and will be preserved.
Personal responsibility
Ownership means being present and accountable. I will take on day-to-day leadership of the business, be on site, and take personal responsibility for decisions and results.
Integrity and humility
I aim to act with honesty and care in everything I do. Trust is built over time through consistency, discipline, and following through on commitments, especially when decisions are difficult.
Long-term thinking
I am focused on running the business for the long term, not chasing short-term gains. My goal is to ensure the business continues to be well-positioned and resilient long into the future.
Investment criteria
Size
- ✓Revenue: £2M to £20M
- ✓Annual profits: £0.5M to £2M
- ✓Employees: 5 to 100
Business
- ✓Founder led business
- ✓Loyal, recurring customer base
- ✓Capable management team
Financials
- ✓EBITDA margins: 15%+
- ✓Consistently cash flow positive
- ✓Recurring or predictable revenue
Process
Initial conversation
We start with a no-obligation conversation about your business and your objectives to decide whether it makes sense to move forward.
High-level review
If there is mutual interest, we put confidentiality in place and spend time properly understanding the business.
Written offer
If it is a good fit on both sides, we set out the key terms in writing, including price, structure, and the approach to transition.
Detailed review and documentation
If we are aligned on the key terms, we complete a more detailed review, finalise the legal documentation, and confirm the transition plan.
Transition
After everything is agreed, we complete the transaction and ownership transfers.
Exit option comparison
 |
Private equity | Competitors | |
|---|---|---|---|
| Your legacy | Your business is my only focus and I work to protect and carry forward your legacy. | Your company becomes one of several portfolio companies with heavy oversight and limited hands on support. | Your business is absorbed into a rival and your legacy can disappear. |
| Goals and time horizon | My goal is to balance growth with the people who make your business great and to build sustainably for the long term. | The focus is short term financial returns, often prioritising efficiency regardless of impact on employees. | The focus is financial impact and synergies, often reducing costs through consolidation of roles, brands, and operations. |
| Deal terms | Deal terms are flexible and shaped around your goals so we can structure a transition that reflects your priorities. | Deal structures are typically rigid and driven by fund economics and control requirements. | Upfront cash is common, but integration risk can undermine value and complicate the transition for you and your team. |
| Employee impact | I plan to keep your team intact and invest in the people who make the business great. | Layoffs and cost cutting can be common, and culture often suffers as efficiency becomes the priority. | Redundancies are common and morale can decline as familiar faces and culture disappear. |
Start the conversation.
If you are considering stepping back, or just exploring options, I'd love to speak with you.
All seller conversations will remain confidential and handled with discretion.