Case studies

The client had a start-up software company which specialised in the development and hosting of internet based credit card dispute software. It had been developed for use within acquiring banks and large retail environments where it automated the processors associated with the raising and settlement of payment card disputes, for both Point Of Sale (POS) and card holder not present (CNP) transactions. The business began from a standing start designing and developing its software and at the same time trying to acquire sales for the product. The initial capital injected by the directors of the company was rapidly eroded and the search for investment began.

Two highly experienced executives in Employment Law and Health & safety services developed programmes and services to support SMEs. Initially they had gone into partnership with a small legal firm to deliver these services but the relationship proved extremely difficult and slow to develop.

Genesis was approached under the Mustard programme to assist the directors to dissolve the existing partnership amicably and restructure the business proposition so that it could be successfully launched.

The client also had several issues and concerns relating to the market place, product and company branding, staffing requirements, operational systems and structure and obtaining necessary funding.

Three senior managers of a major telecommunications designed a software package aimed at optimizing the productivity and efficiency of Wide Area Networks (WANs). The software package was targeted at telecommunications companies. The client approached Genesis as he was struggling to raise the significant levels of finance needed to develop the product.

Genesis were engaged to undertake market assessment to advise the client on the viability of acquiring the tooling for emergency lighting designed specially for the rail industry. The client was under pressure to take over the project from their large joint-venture partner who had failed to sell the product to the UK rail services companies and claimed that the market at that partiular time was saturated. 

The company applied to a regional Venture Capital Fund for finance acquisition of assets via an MBO and for funding business operations. The investor indicated that they would consider supporting the MOB subject to confirmation of market demand. The support has been requested as part of their due diligence process to ensure the project is investment ready.

Genesis worked with a joinery company which manufactured and installed quality joinery products including doors, windows, conservatories, office partitions and wardrobes. The company supplied bespoke, made-to-order, manufactured joinery products of high quality. At the time of consultancy, the company was running as a sole-trader business and had been in operation for over five years.

It was then employing ten people and had an annual turnover of six figures. The company had a wide customer base that includes Councils, businesses and private customers and it typically quoted delivery times of around 12 to 14 weeks. Most of the components were made on a range of machines including cutter, routers, etc. that required skilled workers. However the company was suffering from a shortage of workers with suitable skills. To improve production efficiencies, the company owner proposed to invest in a new automated machine which would manufacture complete panels in a single operation

The client manufactured and installed quality bedroom and kitchen fittings which included cupboards, drawers, wardrobes and other units. The company employed 20 people and had an annual six-figure turnover. The company’s wide customer base included Housing Associations, trade and private retail customers. Most of the components were made on a range of machines including CNSs, panel saws, etc. that required semi-skilled workers. The company had reached the capacity that its premises allowed and therefore, for efficient operation, the company required extra space to streamline material throughout and to avoid double handling. To improve production capacity, the client proposed to invest in new premises along with various items of machinery to improve the overall productivity of employees and production processes. Relocation to the larger premises required disassembly, removal and re-installation of the machines in the new premises. The targeted premises also required some structural renovations to ensure that they were suitable for the business.