Newsletter

It’s a strange time in the UK for mid-sized businesses. The ONS reports that the market is ‘broadly stable.’ We’re hearing some positivity as well, mainly that many businesses are hiring, and there is strong demand for AI and system streamlining initiatives. 

At the same time, unemployment is up, taxes and salary demands are up, and UK energy is shockingly expensive. Perhaps due to these contradictory signals, there’s simply a lot of uncertainty in the market, which is why many CEOs are asking us if they can do more with that they have. 

In most cases, the answer is that you most certainly can. A few ideas for doing more with less: 

• Use data to allow you to delegate. Directors of SMEs tend to control every aspect of the operation, often because they have the clearest view of what’s going on. But your own people will have untapped strengths, and often they’re dying to step up and help out. If you can provide them with the information and guardrails about decision-making, they can take tasks from your desk so you can re-focus on growing your business.  
• Prioritise. In uncertain times, internal clarity is a strategy. It’s simple, it’s useful, and it doesn’t have to eat up a lot of time. Go back to your business goals and then be ruthless about pruning whatever distracts you and your people from reaching them. Ensure your IT budgets and resources are focused on what matters to your customers and what makes your business competitive.  
• Lead by example. Foster a culture of openness with better communication, especially when it comes to your business goals. Also, consider cyber security – if leaders don’t walk the walk, neither will the rest of the team. If you’re not following best practices, how can you expect your people to? Most breaches are the result of poor culture and leadership, not technical errors. 
• Re-evaluate existing tools. If you’re already got ERP, are you using it to its fullest potential? Are there aspects of SaaS subscriptions you’re not taking advantage of? Are users properly trained and aware of how to make the most out of their systems? What can you do with the AI tools you already have? And don’t forget to delegate finding these answers! 
• And re-evaluate systems and processes. Does your current technology provide a platform for growth? Or is it a source of operational friction and wasted time? Where can you dismantle barriers to growth without investing in more technology? Are there any redundant or little-used systems you can do away with for quick wins? 

One final thought is that this is a process, and you don’t have to take it on yourself. One CEO we work with blocks out twenty minutes a day simply to investigate these questions with team leaders so that they’re thinking about doing more with less as well.  

If you’re looking for a practical way to understand how AI can support your business growth, join our upcoming webinar. Our experts will share real insights on how organisations are using AI to improve efficiency, innovation and decision-making. Register here: AI for business growth: masterclass for CEOs.

Either way, as ever, we’re always ready for a no-pressure chat about your business goals and how to reach them.  

When you talk to CEOs of mid-sized businesses, you tend to notice certain trends. One is that the mid-market sector remains the most interesting and dynamic in the UK. And another, paradoxically, is that many mid-sized businesses still haven’t quite figured out AI.  

In fact, across the sectors we work with, the same mistakes keep reappearing. We’ve outlined the six biggest AI issues we keep seeing in the field: 

1. Starting with the tool, not the business challenge. Teams adopt AI platforms before they are clear on what business challenge they are trying to solve. In other words, the question should not be, ‘What do we do with Gemini?’ Instead, it’s, ‘What problems are we facing, and what AI tools may solve them?’ 
2. Treating pilots as a strategy. Pilot programmes are, of course, how you test solutions. But they’re not the same thing as a considered AI strategy – one that looks at what tools you already have, your business and its objectives, what problems the tools may solve, and how to scale those that work. 
3. Underestimating data, exception, and integration complexity. The difference between pilots and the real world is complexity. Misunderstanding how the AI will work in the messiness of real businesses is where things can go wrong. Processes, systems, data and real-world exceptions need to be addressed before embarking on AI. And it will help in so many other areas of your business as well as giving AI firm foundations. 
4. Failing to assign clear ownership and resources. Again, as with any other project, AI will fail unless it’s absolutely clear who has ownership, and that that person has the resources and focus they need to deliver. Somebody has to be accountable, and everybody has to know who that person is! 
5. Letting hype drive decision-making. Salespeople are really good at instilling FOMO. And many of the bigger consultancies will have you assume that AI works for everyone, everywhere. Don’t rush into AI without a clear idea of its purpose and how you’ll measure ROI. 
6. Safety and security. Using tools legally, securely, and ethically is not simple, and it doesn’t happen by itself. You don’t want a shelf full of irrelevant policies, but you do need to know that your business assets are secure, you are not breaking the law, and your use of AI fits with the way you want to do business. 

So how can business leaders keep clear of these mishaps? One answer is with unbiased IT leadership – a CIO, CTO, or CAIO who (a) understands the tech and commercial aspects of mid-market AI implementations and (b) makes no external deals, so they always do what’s best for your business. 

If any of this rings a bell, may I recommend our AI readiness assessment. It’s a half-day workshop that provides a clear picture of your AI readiness and how it can solve problems for your business. If you’re interested, let me know and I’ll connect you with your Regional Director.  Or, as ever, you’re welcome to schedule a more casual conversation in the strictest confidence. We’d be delighted to hear about your concerns – or better yet what you’re doing right

You already know that acquiring a client is significantly more expensive than retaining one. And yet many businesses don’t realise a client is unhappy until the termination notice arrives.  

The signals may already have been there – in the number or tone of support conversations, a shift in payment patterns, or the transcript of an annual review – but no person in the business actually connected the dots. 

So how might mid-sized businesses use AI to recognise unhappy clients before it’s too late? 

• Sentiment analysis. Mid-sized businesses can run meeting transcripts through AI to identify ‘sentiment triggers’ – perhaps when a client sounds more tentative than they did six months ago. AI can flag this subtle shift and escalate the issue to the right people. 
• Early warning systems.  CFOs can use AI to monitor payment trends. A sudden change in behaviour may signal waning interest – again, this can be escalated to someone senior enough to rescue the situation. 
• Product coverage. Our clients are using AI to sift through large numbers of their engagements to make sure they frequently nurture and renew their existing relationships. Perhaps they need to re-assess which products and services they are providing; perhaps they need to reprice, cross-sell, or upsell. Often customers move on because a competitor provides something you could have – but didn’t.   

What’s also interesting is that mid-sized businesses most likely already have the data they need for these insights. And it doesn’t require expensive investments in more products – it’s possible to find the ‘silent signals’ with tools already available in your Microsoft or Google ecosystem.  

The upshot is that, once again, AI doesn’t replace humans. In this case, it can just help you to listen better to the needs of your clients. 

If you’d like some help getting started on these insights – and other AI initiatives – we invite you to book an AI assessment for mid-sized businesses. It’s a half-day workshop that provides a clear picture of your readiness to take advantage of AI. 

Book your AI assessment 

We’ll also be covering these topics and more in our webinar next month – watch your inbox for the invite. And in the meantime, we’re always happy to answer your questions; simply write me back, we’ll set up a no-pressure chat. 

In our previous newsletter, we discussed how important it is to have a senior business minded tech leader on your team when you’re venturing into M&A or any transaction.

This time, we’d like to share more specific examples of how our own experts have saved clients from stress and wasted time before, during, and after a transaction.

An IT roadmap to prevent years of futile projects

The commercial thesis for an acquisition depended upon merging processes across the group. But we saw that the actual tech stacks were incompatible. We suggested a hybrid integration plan, allowing the commercial plan to proceed without costly rewrites. The business might have wasted years had we not been involved.

When tech due diligence doesn’t happen

An acquisition went through, and Freeman Clarke was called in to help the buyer with the integration process. We found that the seller’s core product was built on Microsoft technology scheduled for retirement, and the buyer’s unplanned replacement approached what they paid for the acquisition. Apparently, the accountancy group leading due diligence lacked the expertise to spot the technical problems.

Obscured by the cloud

For a business looking to be acquired, the M&A advisors had promoted cloud migration for deep savings. But they didn’t understand the technical realities. Our own assessment showed cloud storage would double existing expenditures, even if you ignored the complexity of the migration. We were able to re frame the narrative for the seller around stability and predictability, and that cloud migration was not important for the next potential buyer.

Revealing barriers to entry

A buyer planned to acquire a company in a regulated industry to cross sell its existing products. But the advisors lacked the tech skills to spot compliance gaps. We identified the regulatory frameworks and quantified the numbers upfront. The acquisition went ahead anyway, with clarity on the buyer side.

The moral of these examples is to have an IT expert involved as early as possible. For a deeper discussion on the role of technology in M&A, you can now watch the recording of our M&A and Exit Masterclass. It is a sixty minute session with our panel of experts that brings a clearer understanding of how tech can genuinely make or break strategic exits and high value deals.

M&A and Exit Masterclass
Watch the recording

As ever, this session is shared in the strictest confidence. Viewing is private, and no identifying information is captured.

And if any questions come up beforehand, you’re welcome to contact us for a no pressure conversation, also in the strictest confidence.

At some point, every CEO will consider acquiring another business, or seek external investors, or look to sell. Each situation is different, but in every case business-led tech advice is critical, and yet often neglected. 

Our focus is to help make your business as attractive and valuable as possible – or to understand the real risks and implications of your planned acquisition. 
 
For example, on the sell side, we may be involved months ahead to fix issues that a buyer will use to chip your business’s value. Or when it comes to the SPA, we advise on issues like GDPR, license, intellectual property, and data warranties. 
 
Of course, lawyers are important, but without guidance from senior technical experts they may produce swathes of irrelevant and generic legalese (at no small expense!).
 
On the acquisition side, we often help assess a business during the early stages of a transaction – making sure the tech allows the buyer to hit the ground running or simply to kick the tyres on the integration plan. 
 
Accountants, lawyers, or due-diligence experts may raise long lists of red-flags which don’t actually matter – in the SME or mid-market, any business will have weaknesses. In some cases, red flags are really opportunities for the buyer to make simple improvements and create value quickly.
 
These are just a few specific examples. For a more in-depth discussion on the role of IT and tech in M&A, we recommend our upcoming M&A and exit masterclass.
 
It’s sixty minutes with our panel of experts that will bring you a better understanding of how tech can make or break strategic exits and high-value deals. 
 
M&A and exit masterclass. Watch the recording
 
We do understand these issues can be delicate for a CEO. Which is why your registration will remain private, and no identifying information will appear during the webinar.
 
You’re also welcome to contact us for a no-pressure chat, also in the strictest confidence.
 
Either way, wishing you a prosperous 2026. 

Next year, don’t add more promises to an already over-leveraged portfolio of commitments. Instead, consider how you’d treat a company under pressure: surface some non-negotiable priorities, resource them properly, and foreclose on the rest.

We recommend shifting from resolutions to priorities because an unachieved resolution creates a sense of failure. Focusing on priorities helps you to remember what’s truly important whilst allowing for flexibility – especially in times of uncertainty.
 
Business and technology change, but perhaps these three are always priorities: 
 
Keep your people happy. Nothing is more important than having the right team around you. Are you doing everything possible to create an environment where the right people can enjoy their work? When staff have to do tedious workarounds, and it continues year after year, they’re more likely to vote with their feet. Show your people you value them by making their jobs easier and investing in systems, processes, and tech.
 
Look after yourself. The term ‘self-care’ can suggest incense and chanting, but taking care of yourself – and those around you – must be a priority. You simply can’t run up a business when you and your leadership team are run down. Eat well, rest and exercise. Have a word with yourself. 
 
Plan for the worst. The evidence shows that an average company is affected by a calamity every three to five years. It may be a cyber breach, or a weather event, or something completely out of the blue, but something will happen. Make your continuity plans are ready and make regular reviews and exercises part of the annual routine. Knowing that you are prepared to handle disasters gives everyone more confidence to press ahead. 
 
One last point: if you want to make your priorities stick, they need to be other peoples’ priorities as well. Create your list, commit yourself, and communicate it widely and often.
 
As ever, we’re always happy to have a no-strings conversation about helping with your priorities, or anything else IT-related. Wishing you a safe and prosperous 2026, and that you stay on top of your key goals. 

In our last newsletter, I shared a few thoughts about how business leaders can accelerate growth through an effective use of technology – with smarter systems, automation, and better use of data.

At the same time, when we look at the businesses we’ve helped grow the most, a lot of it comes out of a CEO’s approach to IT – how their people respond, how they adapt, and how they build trust inside and outside the organisation.

We have a few suggestions, based on our experience with successful mid-sized businesses.

1. Change starts from the top

A few months ago, I was talking to a CEO who’d invested heavily in upgraded systems. The tech was sound, but enthusiasm was low. Staff didn’t see how it helped them.

The turning point came when leadership stopped talking about ‘systems’ and started talking about what’s best for the business. They framed the discussion to stress customer outcomes and making work easier for staff, and suddenly adoption followed.

2. Recession-proof with efficiency

In tougher times, efficiency is a growth strategy. One of our clients put it perfectly: ‘We stopped trying to grow by adding more and started growing by improving what we already had.’

They focused on streamlining processes, eliminating duplication, and giving their teams tools that made work easier, not harder.

3. Cyber security as an enabler, not an obstacle

When we talk about growth, cyber security doesn’t always sound exciting, until it’s the thing that damages your reputation or stops M&A in its tracks.

The good news is that keeping a business secure and making a business more efficient often rely on the same building blocks. And cyber security can be a point of difference or let enterprise clients know where they can put their trust.

To sum up: growth doesn’t always come from the shiny things; sometimes it’s about tightening the bolts, streamlining your systems, and building consensus around the changes.

If you found the above useful, you may also want to take our brief, complimentary Technology Maturity Scorecard. It gives you a clear picture of where your organisation sits at this point and highlights the practical steps to build resilience, improve efficiency, and support growth. Many leaders use it simply to validate what they’re already doing.

And, as ever, you’re always welcome to a more casual conversation about your IT, no-pressure, no-strings attached.

Every CEO I meet talks about growth, but rarely the same kind. For some, it’s about expanding into fresh markets; for others, it’s doing more with what they already have.

What they share is the frustration of knowing there’s more potential somewhere in the business…they just can’t turn this into specific initiatives.

One CEO told me their growth had ‘hit a wall.’ The bricks were their operation systems, processes, and data, which had taken many years to solidify. As a result, they found it extremely difficult to see how to push through.

That story is a reminder that growth often hides in plain sight. If you’re looking to unlock fresh opportunities, these three areas are good places to start.

1. Scale through smart tech choices

It’s paradoxical but true: growth often exposes the limits of what brought you growth in the first place. The trick is choosing systems that will take you further and not slow you down.

2. AI and automation for competitive advantage

We’ve seen clients use AI and automation to make better decisions and liberate hundreds of hours a month. None of it is ‘tech for tech’s sake’; it’s about buying back time so you can focus on customers and strategy.

3. Unlocking value from data

Another CEO told me recently, ‘We have data everywhere, but we still make decisions on instinct.’ And we like instinct – when it’s supported by facts. Because the companies that grow fastest tend to be the ones that use their instincts to see clearly and move quickly.

To sum up: growth doesn’t always come from big bets. Sometimes it’s the small, focused changes that release energy across the business: the right system choice, the right automation, or the right data insight.

If any of this sounds familiar, I’d encourage you to reflect on where the friction is in your own business. That’s often where the possibilities are hiding.

You can find more ideas in our Business Growth Knowledge Centre. And, as ever, we’re always up for a no-strings conversation if you’d like to connect.

Our recent webinar was one of our most successful yet. It wasn’t merely the number of attendees. The quality of the questions and (if I may) the panel were outstanding. We invite you to watch the recording.

Let’s look at the main takeaways – the clear, practical insights on how leaders can strengthen their organisation’s resilience and make cyber security a Board-level priority.

1 Start with risk, not technology 

Before investing in tools, assess your business’s risk and your appetite for risk. Use this to personally ensure your leaders are aware and invested – committed leadership must precede smart tech.

2 You can’t separate cyber from strategy

Your protection measures are merely as strong as your systems, your people, your partners, and your resilience strategy. But when everybody is aligned, security becomes an enabler, not a constraint.

3. Security and efficiency go hand-in-hand

Cyber security may seem distant from growth strategy. Not true! Many of the measures that make your business secure also make it more streamlined, scalable, and efficient. 

4. Use accreditation as a launchpad

Certifications like Cyber Essentials Plus are an excellent first milestone, boosting both your protection and credibility with customers. In fact, we’ve seen clients find business because their certifications were a point of difference over their competitors.
 
If you’re looking for a detailed discussion about keeping your business safe, we suggest a 90-minute cyber risk session. It’s a focused discussion on your current risk posture, the critical gaps, and the reasonable next steps to protect your business. 
 
Find out more: 90-minute cyber risk session for CEOs and CFOs
 
And of course, you’re always welcome to contact us directly for a confidential conversation about cyber security and leadership. Cyber Security Month may be ending, but it’s an issue to keep your eye on year-round.  

It’s Cyber Security Awareness Month, and in our last newsletter we warned about the 4 biggest cyber threats to look out for.

In this newsletter, we wanted to highlight some good news. This is our list of positive developments in cyber with an eye toward mid-sized businesses.

1. It’s actually not rocket science.

It’s still the case that most successful cyber attacks exploit basic mistakes and technical weaknesses. And these lapses can be simply addressed by good leadership. 

2. The government gets it

Whatever its other faults, the government shows focus on resilience with its recent plans, strategies and frameworks. Additionally, funding to CyberASAP will support more research and innovation in cyber security.

3. Cyber coverage seems to be getting cheaper

Reports show pricing is down across the UK and EU. 

4. Awareness is working

More businesses are seeking Cyber Essentials certification, and companies up and down the supply chain are realizing they’re merely as safe as their own partners. High-profile hacks, while damaging, are demonstrating the importance of protecting mid-sized businesses. 
 
Good news indeed. But if you’re still concerned about your own business, we’re offering a Cyber security masterclass for CEOs and CFOs on 22 October, 12:30-13:30pm UK. It’s an hour that will provide you with the practical steps you can take to promote cyber resilience in your business.
 
You’re always welcome to contact us for a no-pressure chat about cyber security or anything else tech/strategy-related in your business.