A boutique family office
Work with us Learn moreThe context
Business leaders are battling to stay resilient in the face of an increasingly changing world. As well as the advancing penetration of AI, there are there are four main external headwinds to contend with. The continued fallout from Brexit (amply demonstrating the law of unintended consequences); the aftermath of Covid; the effects on economies of war in the Ukraine and Gaza; and evermore making itself a factor, the unpredicatble Donald Trump. The outcomes of all this include persistent high inflation, volatile financial markets, skilled labour shortages, supply chain blockages, and something we detect, a kind of malaise in parts of the UK workforce. Home working does not suit all types of businesses or individuals.
Planning in an uncertain world
No company’s Risk Register included scenarios where major world crises segued, almost seamlessly, one into the other. It is almost as if the world wars of the 20th century are repeating themselves, but in a new guise mainly as economic warfare. For business leaders the pressure is great, even more so if you have active external shareholders. Trying to forecast the future and create a flexible business plan that allows for it, has never been so difficult. in the light of all this, it is quite understandable if your resilience has been tested to the limit. Many in your team, will be feeling the same.
Our role
Greenly’s are here to help you restore resilience, make sure you have enough cash and devise a flexible Plan that is designed to deliver THE OBJECTIVE.
To bring these words to life, this is what client Tim Long, owner at emerging legal software house Zylpha, wrote about Simon Greenly.
I started Zylpha in the early 2000s. Later, I was introduced to Simon by my accountant, who suggested that I would benefit from external input. At our first meeting, Simon listened a great deal and somehow seemed to make sense of the tangled web of thoughts, concerns and questions that I had. By the end of our first formal meeting he was asking questions that I had never quite managed to articulate. He helped me prioritise a list of things that needed to be done. He identified quickly that I didn’t like anything to do with admin. He told me in no uncertain terms that no matter much I didn’t enjoy it, amongst other things, I was to make sure that the finance function really clicked (“Just make sure the invoices are sent out, and paid on time”).
Simon has a sixth sense when it comes to business. He will identify an issue, an opportunity or a character trait quickly, usually well before anyone else, and be ready with options to debate. He would ask the questions that I wished I hadn’t been asked. In this way, I was able to learn how to improve my business.
Getting started
We start by finding out the objectives you have for your business. Further probing helps establish how relevant is this initial assessment. For instance, is there an elephant in the room that people know about but are not willing to confront? Is the leadership team effective? Du you know how to delegate responsibility not just tasks? Are there bits of the business that you just hang onto because they keep you in your comfort zone?
Once we have established that you want to work with each other, we will start by carrying out a Fresh Pair of Eyes Review. This only works if you are willing to be honest about your business, warts and all. Establishing trust is everything. There are also certain administrative tasks to complete, including establishing costs, a timetable and your fund raising ambitions. We then can make a start.
The Greenly’s team has vast experience, a track record of success and abundant energy. As sensitive listeners, we want to help you to achieve THE OBJECTIVE. Strict rules of confidentiality are established at the outset so that you may feel free to express your innermost thoughts. Additionally, we will not mention our involvement with you, without your explicit authority.
Toby Lewis
Controlling shareholder and Chairman of the Live Group
Tim Long
Founder and CEO Zylpha
Paul Morgan
Managing Director and Founder Warrens Office
Caroline Notcutt
Shareholder and Vice-Chairman of the fifth generation family business, Notcutts
Peter Honey
Founder and Owner Peter Honey Publications
Jon Gifford
Founder and Chief Executive Griffon Hovercraft Ltd
Toby Lewis
Controlling shareholder and Chairman of the Live Group
“Simon and I were introduced when I needed support with a very delicate but timely issue in a family business. From the outset, Simon provided me with the level of confidence and continued support needed to rectify the situation which required a high level of tact and focus. Our business relationship flourished from then as Simon set about fulfilling duties with his boundless energy and professionalism including my advisor, Investor Lead, Director and Chairman. Outside of these important roles, Simon acted as a mentor for me, not always telling me what I wanted to hear but ensuring that I was always firing on all cylinders and consistently doing the right things for the business.
As our business relationship grew, a strong friendship emerged founded on the same level of honesty and values, something which I feel is sorely lacking these days. I value our time together and despite my probing, I have never been able to find the source of Simon's energetic and vivacious nature, neither have I been able to match the constant levels of professionalism he brings to all aspects of his life, both business and professional. I have learnt to emulate these features as much as I can in my everyday life (especially when he is watching) and I hope to improve over time.
A professional, true gentleman and a friend.”
Simon continues to work with Toby
Tim Long
Founder and CEO Zylpha
In short Simon helped me position the foundation stones of the business and the fact that we survived the downturn caused by the financial crisis in 2008 is in no small part down to the solid principles that Simon was able to instil. I now know that Simon also plans his own exit very early on in the lifecycle of an engagement. His primary aim is to equip the business to function without him. Again, this is very rare. In true Simon style, he brought this up over lunch one day when he simply announced that it was time for me to “fly solo”. Daunting as that was he was, of course, right.
Despite a wealth of business experience gained over decades, Simon never tried to tell me what to do. He would always guide me through the options and help me identify the best course of action and was always ready to hear a counter point. I've come to realise that this is a very rare skill. I have met many other business owners who have retained mentors only to find that the advice they receive is to try and reproduce what the mentor did themselves in their former business. Simon's approach to business mentoring is “a brain to pick, an ear to listen and a nudge in the right direction” and that sums him up perfectly. He views his role as a guide and thrives on watching people and businesses grow and develop.
Outside of his role as a mentor, Simon is also great company and exceptionally well connected with a range of contacts that he is always happy to introduce. Although we don't have a formal business relationship in 2025, we still meet once a year. It always astonishes me the level of understanding he has for one growing business, and one of many, that he has helped on its way. Of course I now know that he prepares thoroughly for these meetings and usually knows my last years accounts better than I do. And he is still reminding me to “get the invoices sent out”!
Paul Morgan
Managing Director and Founder Warrens Office
Simon Greenly has been instrumental in creating a realistic longer term plan for the business which we are now implementing as a team. He has been round the block a few times and this experience shows through. There have been a number of occasions where his previous experience in parallel situations has proved to be invaluable. For instance, he has also made a significant contribution to the successful bedding down of an acquisition we made of a competitor. The relatively easy bit is making the acquisition. Much more onerous is making a success of the business afterwards and growing shareholder value. This is where his help, direction and sage counsel has proved so relevant.
Caroline Notcutt
Shareholder and Vice-Chairman of the fifth generation family business, Notcutts
'Probably the best money I have ever spent'.
Peter Honey
Founder and Owner Peter Honey Publications
He initiated many commercially sound ideas which have proved to be winners. He was always brilliant at focusing on the things that really mattered and showed great tenacity of purpose in seeing something through to a conclusion. As a businessman, his actions were always based on sound principles with 'doing what's right for the business' and 'experimenting in order to learn' being conspicuous examples. He was resolute and brave in making some tough decisions that put the company on sound, sustainable footing.
Simon exhibited two parallel talents; an intimate understanding of financial matters and what makes a business tick with a deep appreciation of peoples' motivations and feelings. In my experience, this is a rare example of multiple intelligences emanating from one man to the benefit of all concerned.
Simon worked with Peter from 2000 until 2002 and again in 2010 to sell the business to an AIM listed company. This company was subsequently bought by Pearson, the multinational learning company.
Jon Gifford
Founder and Chief Executive Griffon Hovercraft Ltd
I was first introduced to Greenly's by a local accountant that I knew well, as I was coming to the conclusion that my family founded and owned business would thrive better with easier access to larger financial resources. In a resource hungry manufacturing business with large potential export markets, cash is difficult to accumulate organically and we can now see what happens to companies who over extend themselves at the bank.
Years later, the business is thriving under new ownership, sales are expanding and the ability of the expanded team to manufacture world class marine hovercraft is greatly increased. The family is extremely happy with this outcome. I feel that the company my father started and I developed into a British engineering company of which we are immensely proud, will now achieve really significant critical mass, particularly in vital export markets.
To note, almost immediately an order was received from India for £36 million, an order that the original company would not have been able to finance.
