We have sat in your chair.
Board experience, gained through building businesses, not just watching podcasts.
Pemberley Management works with owner-led businesses, financial services firms and growth companies at the moments that decide their next five years: a step change in scale, a raise, a regulatory milestone, a sale. We sit on boards, advise owners and take on the problems that need someone who has done it before.
Operators first, advisers second
Our experience comes from running businesses, not reviewing them: founding and scaling them, raising capital, taking firms through FCA authorisation, structuring financial products, managing disputes and completing exits.
That shapes how we work. We are direct about risk, practical about what can be done, and judged on what changes, not on the report.
Experience across: wealth management · asset management · financial technology · specialist insurance · structured finance · property · consumer and e-commerce · owner-managed trading businesses
Six ways we help
Non-executive director
A formal board seat. Independent oversight, constructive challenge to the executive, and the governance that investors, lenders and regulators expect to see.
Board adviser
For owner-led businesses not yet ready for a formal board. A monthly board meeting, the numbers on the table, and decisions held to account.
Growth and operating model
A target operating model for the next size of business: cash visibility, decision rules, clear roles, the right finance function, the hiring sequence, and where AI can take out manual work.
Capital and structuring
Equity, debt and hybrid instruments, EIS, convertible facilities, and bond and note programmes. Structures investors can understand, and that survive a bad year.
Regulation and governance
Authorisation readiness, governance frameworks, controls and Consumer Duty, for firms seeking permissions and for firms living with them.
Transactions and exit
Exit readiness, buy-side and sell-side support, due diligence, share purchase terms, and the protections that matter after completion.
We also have extensive experience with commercial disputes, including litigation funding, after-the-event insurance and settlement strategy.
Businesses at a turning point
Owner-managed businesses
Founders who have outgrown running the business on instinct and need structure without bureaucracy.
FinTech and WealthTech
Product-led firms moving from build to revenue: commercial models, partnerships, fundraising and permissions.
Wealth and asset managers
Advice firms, discretionary managers and consolidators: propositions, platforms and technology, Consumer Duty, acquisitions and integration.
Specialist insurance and brokers
New and growing intermediaries: authorisation, distribution, introducer arrangements and market access.
Investors and family offices
An independent view of opportunities, structures and the operators behind them.
The moments that matter
Turnover has outgrown the systems, and the owner is still the bottleneck
A raise, a refinancing or a new kind of investor is coming
An FCA application, a new permission or a regulatory review is on the horizon
The board needs an independent voice, or the investors are asking for one
A sale, an acquisition or a management buy-out is being considered
A dispute is building and the cost risk needs managing
Listen. Diagnose. Plan. Sit alongside.
Listen
We start with your view of the business: the numbers, the people, and what keeps you awake.
Diagnose
An honest assessment, set against what typically happens to businesses in the same position.
Plan
What changes, what it costs, in what order, and who owns each part.
Sit alongside
A board seat or a regular advisory rhythm, holding the plan to account until it is done.
We would rather tell you something difficult early than something comfortable too late.
Four principles we bring to every board
Downside first
What happens if things go wrong, and who carries it. A plan that only works in good conditions is not a plan.
Process before people
Hiring into a broken process burns cash faster. Fix how decisions are made, then add the people.
Simple beats clever
If a structure is hard to explain, it is hard to execute and harder to fund.
Incentives aligned
Owners, managers, investors and advisers pulling in the same direction, ourselves included.
Experience that travels
- Founding, scaling and selling businesses in wealth management, asset management and financial technology
- Running securitisation across Europe for a major motor-finance bank
- Building a wealth-technology platform and taking it to UK advice networks and wealth managers
- Taking a specialist insurance broker from set-up to FCA authorisation
- Structuring bond, note and convertible programmes for social infrastructure and growth companies
- Repositioning a multi-brand consumer business for exit
- Succession and investment in a heritage British business
- Restructuring, finance and supplier strategy for an owner-managed trade distributor
- Buy-side support on the acquisition of an owner-managed retail business
- Funding and insuring a high-value commercial claim
The problems at each stage are rarely new. The value is in having seen them before.
Worth a conversation?
Tell us where the business is and what is on your mind. The first conversation is confidential and carries no obligation. If we are not the right fit, we will say so.
Email: info@pemberleymanagement.com
Pemberley Management Limited. Registered in England and Wales under company number 11367088. Registered office: 10 Crown Street, Suite 4, Brentwood, Essex CM14 4BA.
Pemberley Management Limited is not authorised or regulated by the Financial Conduct Authority and does not provide regulated investment, insurance or mortgage advice. The information on this website is general and is not advice.
© 2026 Pemberley Management Limited