Last month, we discussed how timing is often not the key factor in selling to a strategic buyer. More often, what truly matters is the strategic advantage your business offers to the acquirer.
It is reported that approximately 70 companies have left the London Stock Exchange so far in 2025. Persistent low liquidity, particularly for smaller growth companies, continues to drive boards and shareholders to re-evaluate the benefits of remaining listed.
As the UK, like much of the rest of the world, continues to navigate through this period of high uncertainty, Chancellor Rachel Reeves is making a bold play to reposition London as a global home for high-growth equities.
For many business owners, the question of whether it is the right time to sell tends to focus on the broader market. Interest rates remain high, public valuations have been mixed, and investor sentiment varies across sectors. In this context, hesitation is understandable.
The UK’s SME landscape is undergoing a significant transformation, shaped by shifting demographics, upcoming tax changes, and growing pressure to modernise. For business owners planning their exits and strategic investors seeking growth, understanding how these factors interact is critical to identifying real value.
Artificial intelligence is no longer just a tech buzzword. It’s sneaking into almost every corner of the business world, from automating customer service to predicting which brand of cereal you’ll crave at 2am. But as AI keeps muscling into the mainstream, a lot of founders are fumbling the one thing that really matters when it comes to raising capital: positioning AI effectively in their fundraising pitch.
President Trump has been outspoken in his opposition to ESG policies. His “drill, baby, drill” stance has led the administration to roll back environmental regulations and cut funding for carbon-reduction initiatives, leaving the energy sector and related industries on unsteady ground.
One of the most common mistakes we see in founder-led businesses preparing for an exit is waiting too long to bring in a seasoned Chief Financial Officer. As soon as a potential sale becomes a serious consideration, even 12 to 18 months ahead of a process, having a strong finance lead in place can make a real difference.
Europe’s telecom giants are reshaping their strategic playbooks. In response to stagnant revenues, rising infrastructure costs, and global competition, the sector is embracing two core strategies: regional consolidation and selective international divestment. The goal is sharper focus, operational scale, and better capital efficiency.
For many founder-led businesses, the decision to raise external capital for the first time comes after years of building the company through organic growth. Whether driven by a desire to accelerate expansion, make acquisitions, or de-risk the founder’s position, the first institutional raise is often a pivotal moment – and how you prepare for it matters.