Rupert Merson LLP: advising on business growth

Rupert Merson LLP provides specialist business advice and support to owner-managed, family-owned and entrepreneurial businesses whose leaders and staff are personally committed to the future of the business. We enjoy working with owner-managers and believe that they enjoy working with us. We bring experience and knowledge born of years of study and consulting, together with an awareness of the sensitive dynamics of owner-management. We care because our clients care.

Partners in Rupert Merson LLP have advised entrepreneurial businesses, professional partnerships, family businesses and not-for-proﬁts in the UK, Europe, North America, the Middle East, and South-East Asia. We have advised organisations across a broad range of organisational sectors including finance, professional service, IT, manufacturing, hotel and leisure, retail, brewing, new technology and not-for-profit.

*Henry Mintzberg’s observation that management is a practice where art, science and craft meet implies that a multidimensional, multidisciplinary approach to business problems works best. We agree.

Growth isn’t just about getting bigger. A growing business is a changing business and it needs to grow up as well as grow.

Rupert Merson is an established author and expert in growth for owner managed businesses.
Read more about Rupert and the team

our services

Our services draw on a unique blend of financial, organisational and developmental expertise to meet the growth challenges of our clients. When proposing solutions, we take advantage of the latest academic research and decades of experience.

Organisational development

Bigger businesses aren’t just bigger than smaller businesses, they are qualitatively as well as quantifiably different.

Business planning for growth

Eisenhower was right when he observed that plans are useless but planning is indispensable.

Business education

Skills training helps us with the skills gaps we know we need to fill, but business education helps us prepare for the challenges that will catch us by surprise.

Governance advice

Governance isn’t just about rules, it’s about roles. Good governance complements and enhances good management and leadership.

Developing the management team

There are three obstacles to growth in the owner-managed business – the owner, the manager and the owner-manager. Sort these three out and everything else will look after itself.

Non-executive directorship

Non-executive directors are a bit like bidets: no-one is really sure what they do but they add a bit of class.

Succession planning

Succession is one of the most critical rites of passage for any owner-managed business. To make succession a success, start early.

Conflict resolution

‘Don’t get upset – it’s business, not personal.’ But in the owner-managed business, isn’t everything personal?

management is a practice where art, science and craft meet.*