Chris is a private client partner in our Leeds office with a wealth of experience in advising individuals, their families and trusts. He has particular expertise of working with entrepreneurs and management teams; ensuring advice for the business also works for the individuals involved in it.
15 June 2017
We offer assistance on regulatory, structuring and constitutional issues to US and other overseas firms setting up UK offices, and non-legal services businesses from the US and other jurisdictions on entering into the UK legal services sector as alternative business structures.
01 June 2017
Delegates at the biennial UK Space Conference, taking place this week in Manchester, have been considering the impact of Brexit on the UK space sector which is aiming to capture a 10 per cent share of the global space market by 2030.
Steve currently leads the CRM aspects of the Microsoft Dynamics 365 practice which delivers customer, case management and service solutions with a strong focus on design and agility.
Sukhi is a corporate finance partner specialising in mid-market transactions advising private Shareholders and management teams to achieve their strategic goals through acquisitions, fund raisings and exit.
02 May 2017
Typically raising growth capital rounds will involve cheque sizes of between £5-50m. Because of the high stakes, investors will want to carry out a very thorough examination of the business and so navigating a process can be complex and time consuming. Although there are many issues to consider, here we highlight four key considerations that are important for management.
Director, Corporate Finance
Clodagh is a director in RSM’s M&A advisory practice in Bristol and Southampton with a ten year career in corporate finance supporting owner managed businesses.
20 April 2017
Are you identifying and pursuing targets which genuinely fit with your growth strategy or do you have to find a reason to justify the fit? Then, after the transaction is complete, are you confident in your ability to achieve fast and efficient integration?
20 April 2017
The merger that looked good on paper comes undone at execution. Staff, who were the future of the new firm, leave in droves; clients are unsettled and anticipated earnings shrivel. What went wrong with the negotiations?