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Something we do with you. Not to you.

incredible things happen when you focus on growth

We combine the ambition and vision of business leaders with our deep expertise to develop a practical strategy to get the business where it needs to be. 


Each step an achievable action. The right level of involvement depending on your needs. Access to hands-on expertise where it will have most impact. 

our model
working with us

working with actus

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We take your success seriously and will be there with you to make it happen

more progress

We look for better, smarter ways to move your business and our industry forward

more action

We believe in clear, actionable plans that can fix issues and create momentum

more clarity

We are precise and direct – making each step clear and outputs tangible

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how we work

putting shape to your ambitions

Our tried-and-tested Business Growth Programme is the foundation of how we work with businesses – creating clear direction, outcomes and accountability for everyone involved


Understand your business


Align on your future


Build your

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Refine your proposition


Boost new business


Improve financial performance


Create powerful teams

who we are

Solutions designed around you

With our combined experience and in-depth knowledge, we’ll tailor the solutions and advice you need to build success for your business and maximise returns for shareholders. 

Our clients work with actus for a clear plan to drive and manage your business growth and strategies that will increase the profitability and asset value of your business.

optimising growth


As pure sector specialists and having run businesses ourselves, we know what it takes to grow a business.


​Working closely with you, we will assess where the real value of your business lies. Then, we will set out an action plan to optimise its growth. This could include:


  • An 80 point business health check, including an in-depth survey to assess the value of your client base

  • Benchmarking competitors, market analysis and optimising business structure for growth (including international)

  • Establishing a high-performance management team and identifying operational and financial improvements

  • Three-year financial modelling​

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Dan Egerton


+44 (0)7879 845 845

Skype. dan_egerton

Dan believes that by improving the way teams work together and creating a high performing team is the most effective way to deliver against strategy and increase long-term value. Whether operational change, strategic direction or hands-on support are needed, Dan's expertise and experience across diverse sectors and businesses means he is able to break down barriers to an organisations' growth and profitability.

see more of our network

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Stephen Woodford


+44 (0)7809 492196
Skype. stephen.woodford9


Jo Petroccia


Resource Management
& Operational Efficiency

our clients


“Working with Dan is an absolute pleasure! Dan has a very natural ability to elevate your thinking out of the day to day and into the longer term & bigger picture.


Dan’s process is supported by his extensive knowledge of solid, tried & tested methodologies. However, Dan is a people person, and his real strength lies in his human approach which in my direct experience saw him help really engage me and my leadership team in our plan to drive the business forward with a clear vision, accountability and camaraderie.”

Nick Armitage, CEO, Nonsense

creating more meaningful impact for businesses

Some recent clients

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Talk ain't cheap. It's expensive – and destructive

Companies often confuse talking with doing.


They think that talking about doing something is the same as doing it. That planning is the same as doing. That giving presentations is the same as doing. That making reports is the same as doing. Or even that making a decision to do something is the same as doing it.


All these errors occur with alarming regularity in companies today.


Mistaking talk for action is no simple error - talk can drive out action. Studies into the way meetings work show that negative people are perceived as smarter than positive people. In other words, that being critical is a sign of higher intelligence.


You see this attitude in business all the time. The fastest way for me to seem smart is to cut you down. You come up with an idea, and I come up with a thousand reasons why that idea won't work.


Everyone now sees you as dumb and me as smart — and we've created an environment where no one wants to come up with ideas.

7 questions to ask when developing your organisational design

Businesses are dynamic systems. And like all systems, they work best when their components are aligned and working smoothly together. For many businesses, organic growth, opportunistic client wins and the necessary focus on clients often creates a structure of convenience rather than one optimised for effective delivery. It’s important then, to review this structure objectively and decide if it’s fit for purpose or in need of change.


So, when developing your organisation's structure, ask yourself these seven questions:


1. Does this help me achieve my vision? Referring back to your business vision and mission statement regularly will allow you stay consistent with the changes you want to make. It’ll also help to assure you that you’re heading in the right direction.


2. What’s best for the business? A useful exercise is to review your structure around what the business needs rather than who's in it.


3. Does this align with the culture and values of the business? Sometimes change just needs to happen. However, getting people on board with changes is easier if they see that developments are consistent with what the business stands for.


4. What do our clients want? Take time to understand how your clients buy from you and what their journey through your business involves for them. This will help you develop closer relations with clients and provide for their current and future needs.


5. What type of service do I want to deliver? Build your organisational structure around the type of service you’re planning to deliver. If you deliver multiple services, think about how you can structure them to work smoothly together.


6. Is my structure helping me deliver more profitability? Make sure your structure allows you to deliver your services efficiently, with the right level of resourcing to maintain good margins.


7. Would I be able to scale the business quickly? If you win a new client or develop a new service offering, your structure will need to allow for rapid growth. It will also need to be resilient enough to stand up under pressure.


Any changes you make need to fit with your existing business systems. Alternatively, you can modify your systems, such as HR processes, to accommodate the changes. Plan change carefully to minimise disruption. By going through a systematic process, the logic behind the changes will be clearer. This will also make it easier for you to move to your new structure while keeping up with the day-to-day running of the business.

Managing for profit

All too often, good revenue or sales performance fails to translate to the bottom line. 

I recently gave a talk, Managing for Profit, at Kingston Smith in London W1. It was a practical session to provide insights into why some businesses achieve good profits year on year, and the importance of viewing profit as an objective, not a consequence.


To manage for profit you need a profit plan which runs over the whole business. You need to establish what is practical and possible for the business in a given year. It should be challenging to management but not excessively optimistic.


There are six key elements to a good profit plan:


1. Make performance a key responsibility. The responsibility for generating profit has to be taken across the business. Different people will come at it from different perspectives, so there needs to be ownership at the top but also down the business.


2. Understand how you charge. To understand where profit is made (or lost) your rate card should reflect the full operating costs of the business. You need to set clear utilisation targets and track against them.


3. Tightly control resource management. The phasing of revenue and people costs must be matched as consistently as possible. Importantly, project management should not be an ad-hoc activity.


4. Set clear new business objectives. Businesses need a clear new business model with strategies and tactical plans for both existing clients and new prospects. Consider both reactive and proactive initiatives.


5. Measure revenue confidence. Conduct ac