The Group

Three divisions, one owner mindset.

Each division runs on its own management team and its own P&L. What they share is the group balance sheet, the governance framework, and a horizon measured in decades rather than funding rounds.

A carer arranging a blanket in the sitting room of a supported living home

Health & Care

Regulated care delivered to inspection standard.

Our founding division. We hold majority positions in domiciliary and supported living operators across England, where the priority order is always people, safety, compliance — then growth. Care is a business of small margins and large responsibilities: rotas that hold, staff who stay, records that stand up to inspection, and invoices that reconcile with local authority frameworks. We invest in the unglamorous parts — training, supervision, and systems — because that is what protects the people receiving care and, in time, the business itself.

  • Majority-held operating companies
  • CQC-registered discipline applied group-wide
  • Investment in staff training and retention
  • Quarterly quality and risk review at board level
Red-brick period building facade in golden evening light

Property

Freehold and leasehold assets held for the long term.

Property supports the operating businesses and provides stable long-hold income. We favour modest leverage, well-located assets, and buildings that our own companies can occupy or grow into. Acquisitions are underwritten on rents we believe are sustainable rather than optimistic, and maintenance is planned and funded rather than deferred until something fails. Owning the freehold behind an operating company removes a landlord risk that has closed otherwise healthy care businesses.

  • Freehold acquisition where it supports operations
  • Conservative loan-to-value discipline
  • Planned maintenance over deferred repair
  • Assets underwritten on a decades-long horizon
Two founders in conversation across a wooden table in a daylit office

Ventures

Minority backing for founder-led service businesses.

Where we are not the right owner, we can still be the right partner. Ventures takes patient minority positions in service businesses whose founders want capital and governance without losing the wheel. Typically that means a profitable company with £1m–£10m of revenue whose founder needs balance-sheet support, a sounding board, and reporting discipline — not a new boss. There is no fund behind the position, so there is no date by which we need our money back.

  • Minority, non-controlling positions
  • No fund clock and no forced exit
  • Access to group treasury and back office
  • Founders retain day-to-day control

Shared across divisions

What every division gets from the group.

Treasury and capital

Cash is managed at group level, so a division with a working-capital gap is not forced into expensive short-term borrowing. Capital is allocated annually against opportunity, not internal politics.

Reporting and finance

One monthly pack, one chart of accounts, one calendar. Operating teams spend less time building board packs and more time on the work the pack is meant to describe.

Governance and risk

Written delegated authority limits, live risk registers, and quarterly board review of safety, regulatory standing, staffing, and cash — the same four items, in the same order, in every division.

People and training

Recruitment standards, safer-recruitment checks where required, and training budgets that survive a difficult quarter. Retention is treated as a leading indicator, not an HR statistic.

Considering a permanent home for your business?

Start a conversation