Your accountant tells you what you owe.
Nobody tells you what to do about it.
Comprehensive financial planning, built around how business owners actually run, pay themselves and exit. I’m working toward full FCA authorisation now — join the waitlist and you’ll be first through the door when I’m live.
What’s quietly costing you.
The hardest part isn’t fixing it — it’s noticing it in the first place. Any of these sound familiar?
Your pension is sitting under-funded
You’ve put a bit in. Your accountant mentioned it. But nobody has modelled what consistent director contributions actually do over 10–20 years — or what it costs to take that money any other way.
The business depends on you. Nothing protects either of you.
No key person cover. No income protection. No relevant life. If something happens to you, both the business and your family are exposed — even though you’d insure the company van without thinking.
You’re extracting profit the same way you did at £50k turnover
Salary, dividends, the odd bonus. It worked. But your situation has changed and your structure hasn’t. Most directors are leaving meaningful tax relief on the table every year without realising.
You’ve built something valuable. There’s no plan for what comes next.
Exit, succession, sale, inheritance — whatever “next” looks like, it gets dramatically more tax-efficient the earlier you plan. By the time it’s urgent, most of the options are gone.
What’s actually at stake.
Three figures every business owner should know.
Source: HMRC, 2024–25 tax year.
Source: Swiss Re Term & Health Watch, 2023.
Source: HMRC personal allowance taper, 2026–27.
The five areas that matter most.
Each one drills down into a dedicated guide. New topics added regularly.
Workplace Pensions & Employee Benefits
Auto-enrolment, group schemes, salary sacrifice and benefits packages — getting it right for retention as much as for compliance.
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A coordinated review of the workplace pension scheme, group risk products, salary sacrifice and the wider benefits package. The goal is an arrangement that supports retention without surprising the cash flow — and one that's been compared against the open market rather than left on autopilot at the original provider.
- Auto-enrolment compliance handled end-to-end
- Salary sacrifice modelled with the NI saving quantified for employer and employee
- Workplace scheme reviewed against the wider market — not left at the original provider by default
- Group income protection and death-in-service costed against retention impact
- Director benefits coordinated with the wider scheme rather than sitting in a silo
Business Protection
Key person cover, shareholder protection, relevant life and business income protection — the policies that keep the business intact when things go wrong.
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A layered set of policies designed so that death, serious illness, or a director's prolonged absence doesn't take the business down with it. Each policy sized to the actual financial impact, structured for tax efficiency, and paired with the legal documentation that makes it pay out the way you'd want it to.
- Key person sums assured calibrated to lost profit and replacement cost, not just salary
- Shareholder cover paired with a properly drafted cross-option agreement
- Relevant life policies arranged tax-efficiently as a company-paid benefit
- Whole-of-market access rather than a single provider's panel
- Clear documentation of what each policy will and won't pay out for
Corporate Planning
Director remuneration, profit extraction, cash reserves and corporate investment — structuring the business around the long-term plan, not just this year’s tax bill.
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The structural decisions that shape how value moves between the business, the director and the household over years — remuneration mix, retained-cash strategy, corporate investment, and long-term tax positioning. Built around how you actually want to run, not how an accountant happens to file.
- Annual review of salary, dividend and pension mix as the business grows
- Retained-cash strategy so reserves keep working rather than sitting idle
- Director and family-member remuneration coordinated across the household
- Tax-efficient extraction routes modelled before they're committed
- Holistic planning with your accountant, not in conflict with them
Tax & Exit Strategy
Tax-efficient profit extraction, Business Asset Disposal Relief, succession and pre-sale planning — preparing the business and yourself for what’s next.
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The work that maximises what you keep at the point of sale or succession — and afterwards. Pre-sale tidy-up usually pays for itself many times over, but the levers that matter most are the ones started years before any conversation with a buyer.
- Pre-sale planning started years before exit, not weeks
- Business Asset Disposal Relief structured to maximise the saving
- Holding company and group structures considered for the right reasons
- Post-sale wealth strategy mapped out before the proceeds land
- Succession and family planning aligned with the commercial reality
Funding Options
Loans, asset finance, equity, invoice finance and R&D credits — understanding the right kind of capital for the right stage of growth.
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Matching the right type of capital to the stage and shape of the business, and to the level of risk you actually want to take. Whole-market access, properly sized facilities, and a funding stack that maps to the next 24 months of cash flow rather than the last 24.
- Whole-market access rather than a single lender's appetite
- Capital sized to the project, not the maximum the bank will lend
- R&D claims structured in coordination with your accountant
- Asset finance and HP positioned against the alternatives before signing
- Funding stack mapped against the next 24 months of cash flow
Want the full picture?
That’s the whole idea — one strategy across the five, not five separate conversations. Join the waitlist and we’ll start when I’m live.
Join the Waitlist →Strategy, not product pushing.
A four-step process that’s the same for every business — though the conclusions never are.
Understand the business
How you pay yourself. Where the cash sits. Who depends on the income. Where you want to be in five and fifteen years.
Build a comprehensive plan
Pension, protection, tax, exit, funding — viewed as one connected system instead of five separate decisions.
Arrange the right products
Recommendations come from a carefully selected panel of providers I trust — chosen for quality and fit. Every choice is justified in writing with the trade-offs spelled out clearly.
Keep it relevant
Your business will change. Tax rules will change. The plan needs to keep up — not gather dust in a filing cabinet for ten years.
Building this the right way.
I’m a trainee financial adviser working toward full FCA authorisation. I’m building this site to share what I know, develop relationships, and start the conversation with business owners before I’m live — not after.
When I’m authorised, I’ll operate as a restricted financial adviser. That means I work with a carefully selected panel of providers I trust — not the entire market, but a focused range chosen for quality, value and fit with the kind of business owners I work with. The panel will be disclosed upfront, with the rationale behind it.
Restricted advice from a panel I know inside-out — chosen for quality, value and fit, not because someone’s told me to sell it.
Fee structures explained upfront. If commission is involved, you’ll know the figure and why it’s structured that way.
Your pension, protection, tax position and exit plan are connected. The advice should be too.
More than just an email list.
Topic guides
Topic-by-topic breakdowns of the financial decisions business owners face — written for owners who want clear answers.
Calculators & tools
Working models that let you stress-test your own numbers — from financial wellness to retirement income to cover needs.
A personal call before my books open
Waitlist members are the first conversation I have when I’m authorised — not the last. No generic mass email.
First through the door
When I open my books I’ll take on waitlist members first. The queue is real — capacity will be limited.
Things business owners often ask
You’re not authorised yet — why should I join now?
Joining the waitlist costs you nothing and locks in priority access when I’m live. I’ll be reaching out to waitlist members individually before opening my books, which means a head start over anyone discovering the site later. In the meantime, you get insights on the topics that matter to your business.
I already have an accountant. Why do I need this?
Accountants are excellent at compliance, reporting and the tax position of the past year. Financial planning looks forward — how should you structure your pension, protection, exit and investments to support what you want to do in the next 10 or 20 years. The two roles are complementary, not competing. The best outcomes happen when your accountant and your financial planner talk to each other.
How is this different from a tied adviser or a firm like St James’s Place?
I’ll be a restricted adviser, not independent. That means recommendations come from a curated panel of providers rather than the entire market. The reason is intentional: a focused panel I know inside-out delivers better advice than a sprawling one I don’t. Every recommendation comes with the rationale written down clearly, and the panel itself is disclosed upfront so you know exactly what range I’m working from. The difference between restricted and tied is that I choose the panel based on what’s best for clients — not what a parent company tells me to sell.
What will it cost when you’re live?
Fees vary by type of advice: mortgage and protection advice is usually commission-paid by the lender or insurer (no direct cost to you); investment and pension advice is typically fee-based or a percentage of assets under management. Whatever the structure, you’ll know the figure upfront before any work starts. No hidden costs, no nasty surprises.
I’m a sole trader, not a limited company. Does this still apply?
Yes — though some of the structuring (director pensions, dividends, shareholder protection) is specific to limited companies. For sole traders and partnerships, the priorities are usually personal pension contributions, income protection, and planning for incorporation if growth justifies it. The conversation starts the same: what does your situation look like, and what should it look like.
Is everything on this site educational only?
Yes. Until FCA authorisation is in place, nothing on this site constitutes financial advice or a recommendation to take any specific action. The content is designed to help you understand your options — not as a substitute for advice from a qualified, regulated adviser. The full compliance line is at the bottom of every page.
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