Welcome to PurserCooper

If you are a mid-market company looking down the lens at a liquidity crisis, you need a pre-emptive strategy to access finance

Working with us

Experience.

You will have access to experts who thrive in challenging situations. Whether it is getting a restructuring underway, navigating a complex deal or advising on how to unlock hidden value for future growth. We get straight to the point on what you need to do, and help you do it.

Finance.

You need to refinance debt or improve operations to regain profitability. We help you develop a tailored turnaround strategy and unlock access to a financing solution that is aligned with the needs of the business and designed to get it back on the path to success.

Focus.

You want the right outcome for your business. Every transformative strategy is unique, requiring new thinking, openness to new possibilities, and agility to course correct as a situation evolves. We keep you focused on the destination and getting you over the line.

Leadership.

You understand the need for change to protect resources and asset value. We take interim roles to rapidly implement a preliminary action plan that takes control, eliminates impediment to change, and establishes positive cashflow to seek increased returns.

Turnaround...

WHEN PROFITS, MARKET SHARE AND SALES STAGNATE OR DECLINE, A LIQUIDITY CRISIS IS NEXT.

As the risk of global recession rises, the growth plans of mid-market companies can be destroyed, putting years of hard work, success and value creation in jeopardy. For business owners, having access to finance and a robust plan to 'survive and thrive' in uncertain times is a lifeline.

PurserCooper helps medium-sized companies mitigate impending solvency risk by developing restructuring and stakeholder engagement strategies that support customised financing solutions and deliver the greatest possible benefit to the business.

Find out more...

 

Transformation...

RE-ORIENTING A BUSINESS TO ACHIEVE BREAKTHROUGH PERFORMANCE AND LONG-TERM SUCCESS REQUIRES VISION AND PATIENCE. 

Restructuring to survive the rough times builds the resilience to thrive into a company's DNA. While economic and business cycles affect all companies, those with a relentless focus on improving their performance are able to leverage this competitive strength into increased returns on assets and investments regardless of the headwinds.

PurserCooper specialises in helping resilient medium-sized companies redefine their organisational purpose and goals and transform into value creation vehicles for owners through a well-planned exit strategy that takes advantage of market timing and opportunity.

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Portfolio
All
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Turnaround
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Transformation
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Real Estate Portal / From distress to sale
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Toxicology Testing Laboratory / The art of the possible
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Established Commodities Group / Forensic analysis
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Professional Services Firm / Risk mitigation through cultural change
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Education and Tourism Platform / Distressed startup and shareholder dispute
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Hospitality Group / Shareholder dispute
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Financial Institution / Minority shareholder action
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Consumer Fashion / Redefining the core business
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Nonprofit Organisation / Transformation for good
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Agency/Client Relationship / Rebuilding a local team to lead a global client
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Microbiology Testing Laboratory / Challenging turnaround in a highly-regulated sector
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Leadership

Trusted board advisers and specialists in all aspects of turnaround and transformation

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Rupert Purser // FOUNDER & MANAGING DIRECTOR - CORPORATE FINANCE AND CHANGE

Rupert is a business transformation specialist, accountant and engineer.  He has gained over 35 years’ experience in the UK, Asia and the Middle East, working closely with senior management through change when their businesses face distress, a step change or rapid growth.   

Rupert has worked in industry and private equity as interim management, a board member, restructuring agent, forensic accountant and investor.  His sector expertise includes life sciences, construction, new media, financial services and with heavily branded businesses.

In his spare time Rupert is an old but keen cricketer and hockey player.

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Graeme Quar // MANAGING DIRECTOR - CORPORATE GOVERNANCE AND PLANNING

Graeme is a former solicitor who has counselled boards and company owners for over 40 years as a Board Director, Advisory Board Member, Chairman and qualified Non-Executive Director.  He specialises in guiding mid-market businesses, non-profits and academic organisations through rapid growth and scale-up strategies.

Graeme currently serves as Entrepreneur in Residence at the University of Portsmouth, Director of Pplus Skin Care and as Advisory Board Member to the Faculty of Business and Law at the Portsmouth Business School.

Graeme is a keen yachtsman and sports car enthusiast.

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Alastair Monteith-Hodge // Managing Director - ENGAGEMENT AND OPERATIONS

Alastair is a corporate communications strategist with more than 40 years' experience advising leadership teams on the use of stakeholder engagement to create positive business outcomes. He helps businesses envision and implement their future and has led assignments in a diverse array of sectors, regulatory environments and geographies.

Adept in issues and crisis management, Alastair has acquired hands-on experience in data theft, extortion, retrenchment, insolvency, M&A, litigation support, environmental issues, product safety and recall, food safety and damage to property. 

Alastair is an award-winning composer and single malt aficionado.

Food for Thought
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In the end, all business operations can be reduced to three words: people, product and profits.

Unless you've got a good team you can't do much with the other two.

Lee Iacocca // Chairman (1978-1992) // Chrysler
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You read a book from beginning to end. You run a business the opposite way. You start with the end, and then do everything you must to reach it.

Harold S. Geenen // President (1959-1977) // ITT Corporation
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Virtually every company will be going out and empowering their workforce with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks through how their business can change, how their project management, their customer feedback, their planning cycles can be quite different than they ever were before.

Bill Gates // Co-founder // Microsoft
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If the rate of change on the outside exceeds the rate of change on the inside, the end is near.

Jack Welch // CEO (1981-2001) // GE