Gavin Gibbons
So you can scale it, sell it, or simply get your life back. I write every week for owners of established businesses on how to actually do that.
What I do
One builds a high-value company that runs and grows without its owner being operational, keeping every option open: scale, step back or sell. The other helps contractors win more work, at higher margins, with less effort.
For owner-led businesses doing £5M–£75M
Smarter processes, scalable systems and autonomous leadership. Implementation, not advice. And when the right route to value is a group rather than a straight sale, Exitable builds the group too.
For construction & building services contractors
RADAR watches public tenders and frameworks, plus the private subcontract packages behind every contract award. Automation engages the buyers, drafts the bids and chases the follow-ups. No headcount added. No long lock-in.
What happens if it's gone tomorrow? How you answer determines what your business is worth.
Read moreNot in due diligence or the negotiating table. Months earlier - and it's fixable in 20 minutes
Read moreYou didn't fix your constraints. You outgrew them.
Read moreMost owner-led businesses don't have a sales problem. They have a sales system problem.
Read moreIt's also not when you're earning zero revenue
Read moreAre you looking in all the wrong places when it hits the fan?
Read moreI have spent 20 years in tech and AI, and the last several sitting down with hundreds of owners of established businesses — the ones doing £5M to £75M, where the company works but too much of it still runs through one person.
The pattern is almost always the same. The constraint that capped the business at £5M does not disappear at £20M; it just changes shape. My work is finding that constraint, fixing it properly rather than growing past it, and building the systems, structure and leadership that let the business perform without its owner in the room.
And that is the starting point, not the destination. A business that runs without its owner is worth more, and it puts real choices on the table: scale it further, organically or through acquisition, step back from the day-to-day, or sell in the future from a position of strength.
