Good businesses. Built further.

Strathberg is primarily interested in established, profitable UK businesses, with selective opportunities elsewhere in Northern Europe.

Typical acquisitions have approximately £0.5m–£1.5m of sustainable EBITDA, although size alone is not the deciding factor.

The areas closest to our operating experience are:

We are particularly interested in businesses where a founder is considering succession, reducing their involvement or bringing in an operating partner for the next stage.

A specialist business does not become more valuable simply because somebody larger owns it.

The starting point is understanding why customers stay, why good people choose to work there, and what the founders have built that should not be disturbed.

From there, Strathberg focuses on the things that can make the business stronger:

• Commercial discipline. Better visibility of pipeline, pricing, utilisation, recurring revenue and account development.
• Technology and automation. Using technology to remove low-value work, improve delivery and increase capacity — not simply asking the same people to work harder.
• Management depth. Reducing dependency on individual founders and giving capable people more room to lead.
• Adjacent capability. Adding services organically or through complementary acquisitions where there is genuine customer and delivery overlap.
• Operating clarity. Better management information, financial discipline, accountability and decision-making without unnecessary bureaucracy.

Growth matters. So does how that growth is achieved.

Both partners have led teams inside Nordic organisations, including H&M Group and LEGO Group.

That has shaped how we think about organisations: high trust, meaningful autonomy, sustainable working practices, direct communication and accountability without unnecessary hierarchy.

An acquisition should not mean dismantling the culture that made a specialist company successful.

Where a business has a strong team and a good operating culture, the objective is to protect it — and give that team a larger platform from which to build.

Some founders want to sell and step away.

Others want to remain involved for several years, continue leading the business, retain a meaningful economic interest or gradually move away from day-to-day responsibility.

We are open to different structures.

What matters is clarity around the transition, alignment with the management team and a structure that gives the business the best chance of succeeding after the transaction.

Strathberg was founded by senior technology and cybersecurity operators.

George Mudie has held Group CTO and CISO roles, has worked with private-equity-backed businesses through technology transformation, operating improvement and value creation, and has represented technology in the integration of acquired businesses as part of the post-deal team.

Dan Vale has led technology transformation, cybersecurity and value creation programmes within global businesses including LEGO Group and H&M Group. He is an admitted South African attorney with a master's degree from Leiden University.

The acquisition strategy stays deliberately close to those areas of experience. We are not attempting to become experts in businesses we have never operated.

Strathberg's advisory work and the businesses it owns are run separately. Where an advisory client and a Strathberg-owned business could have a conflicting interest, we disclose and obtain written acknowledgement before continuing — or we decline.

Over time, Strathberg intends to bring together complementary businesses across cyber, risk, privacy, assurance and adjacent technology services.

That does not mean forcing every company into the same brand or operating model. Businesses will be integrated where doing so improves the customer proposition or operating model. Where independence is an advantage, it can remain.

The common thread is experienced ownership, stronger operating infrastructure and the ability to invest beyond what a standalone founder-led business may reasonably choose to build itself.