Graham Edden

Fishwings Investments LLC

Managing Shareholder

T.M. West Plumbing & Heating Service LTD

118 year old Yorkshire plumbing business acquisition, gearing up for growth along the M62 corridor

Owner / Director

Brewis Engineering Ltd

A 40 year old business which revolutionionized the HDD and Trenchless construction world with its products. A Global distribution. The Rolls Royce of HDD swivels and towing heads

Owner / Managing Director

AA Waste Solutions

24 year old Hazardous Waste business acquisition. Servicing UK blue chip organisations, SME's the NHS and more with safe , environmentally friendly waste disposals with recycling at its heart.

JCT4 AUTOMOTIVE LIMITED

JCT4 Automotive - a forward thinking start up business, providing consumers with a variety of affordable finance options to mobility, in an industry (vehicle sales) which is often marred by a lack of transparency.  From concept to reality in year 1 delivered c.£1.25M in sales to clients with growing reciprocal and repeat business. Customer focus is paramount

Responsible:
Branding & Marketing strategy
Commercial agreements 
Site selection & development
Social media strategy
Process, policy & procedure (Heavily FCA regulated) 
Procurement and Supply Chain
Asset Finance 
Procurement of assets/vehicles

Managing Partner

Globaleye

Strategic & Holistic approach to offshore Financial planning including Growth, Investment and Protection of client assets

Private Wealth Manager

Enterprise Holdings

Commercial Manager

Northgate Plc

Strategic Leader & part of UK Leadership team responsible for delivering sustained profitable growth. Excellent customer service, delivered with an engaged and motivated team of 250+ internal colleagues, plus outsource support.  Responsible for c.£50M of revenue across 16 sites, via multiple chanels, with a fleet of 8000 assets operating at 90%+ utilisation. Strong emphasis on personal development in region with multiple internal promotions YTD and clear succession planned

Regional Director

Avis Budget Group EMEA

Key member in European PEx team tasked with delivering strategic process improvement and Lean Principles in the EMEA region. Progressive role from the previous UK role.  Successfully completed projects being rolled out across the EU countries sharing best practice. Truly cross functional role in different countries, cultures and team dynamics

Performance Excellence Manager - EMEA

A prominent member of a UK project team tasked with coaching Lean principles to operations teams. Facilitating business change via lean methodology improving service delivery, reducing down time with associated costs, whilst driving revenue through sales. Coach and mentor across management teams in Lean service

Regional Change Manager- UK

Operational leadership of strategic location with double digit revenues (£M) being delivered by a management team of 4, plus front line colleagues. Represented the UK business on EMEA project  - Differentiation through Customer Service. Airport team recognised and awarded for customer service excellence, plus individual recognition as an ambassador for project. Regional support location for the Northwest Region. Strong succession and development plans resulted with multiple internal promotions

Senior Operations Manager - Manchester Airport

Helphire

Senior Branch Manager - Haydock NW Area

Fleet Operations Analyst

Experienced business leader across multiple business sectors, skilled in growing businesses via acquisition, organic growth and turnaround situations.  Strong in financial analysis and commercially numerate. 

A massive fan of Continuous Improvement and a Lean Practitioner. You can never unsee these things.

Key business sectors actively acquiring are Waste Management, Renewables heat and plumbing, Engineering/Construction. Turnaround opportunities considered

A confident leader who is passionate about acheiving results through collaboration and teamwork.

20 years business and leadership experience in domestic and international markets with PLC's and SME's, both corporate and entrepreneurial organisations

Enthusiastic about helping others on their journey and coaching SME’s.

Looking to build collaborative relationships with Business owners and leaders, Investors, Financial experts and fellow go getters globally 

If any of this is you – lets connect and hit the tab.

I’m a Board Advisor, Non-Executive Director and author of 𝗜𝗻𝗱𝘂𝘀𝘁𝗿𝗶𝗮𝗹 𝗦𝗲𝗰𝘁𝗼𝗿 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀.

I help organisations unlock value, recover performance and deliver lasting growth.

Many boards I work with are highly experienced in their domain.

I believe that’s also a risk.

Experience shapes our bias. 

I see boards naturally over-index on what feels “known”: 
𝘰𝘱𝘵𝘪𝘮𝘪𝘴𝘢𝘵𝘪𝘰𝘯, 𝘪𝘯𝘤𝘳𝘦𝘮𝘦𝘯𝘵𝘢𝘭 𝘪𝘮𝘱𝘳𝘰𝘷𝘦𝘮𝘦𝘯𝘵, 𝘤𝘰𝘮𝘱𝘭𝘪𝘢𝘯𝘤𝘦.

For example, technical boards default to technical solutions: 
𝘮𝘰𝘳𝘦 𝘦𝘧𝘧𝘪𝘤𝘪𝘦𝘯𝘤𝘺, 𝘮𝘰𝘳𝘦 𝘱𝘳𝘰𝘤𝘦𝘴𝘴, 𝘴𝘰𝘭𝘷𝘪𝘯𝘨 𝘴𝘺𝘮𝘱𝘵𝘰𝘮𝘴 (𝘣𝘦𝘤𝘢𝘶𝘴𝘦 𝘵𝘩𝘦𝘺 𝘢𝘳𝘦 𝘷𝘪𝘴𝘪𝘣𝘭𝘦).

The real opportunity may be more creative:
𝘌𝘹𝘱𝘭𝘰𝘳𝘪𝘯𝘨 𝘯𝘦𝘸 𝘣𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘰𝘳 𝘳𝘦𝘷𝘦𝘯𝘶𝘦 𝘮𝘰𝘥𝘦𝘭𝘴, 
𝘳𝘦𝘧𝘳𝘢𝘮𝘪𝘯𝘨 𝘵𝘩𝘦 𝘱𝘳𝘰𝘣𝘭𝘦𝘮 𝘵𝘩𝘦 𝘤𝘶𝘴𝘵𝘰𝘮𝘦𝘳 𝘪𝘴 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘵𝘳𝘺𝘪𝘯𝘨 𝘵𝘰 𝘴𝘰𝘭𝘷𝘦, 
𝘭𝘦𝘷𝘦𝘳𝘢𝘨𝘪𝘯𝘨 𝘣𝘳𝘢𝘯𝘥 𝘢𝘴 𝘢𝘯 𝘢𝘥𝘷𝘢𝘯𝘵𝘢𝘨𝘦 𝘪𝘯 𝘮𝘢𝘳𝘬𝘦𝘵𝘴 𝘵𝘩𝘢𝘵 𝘩𝘢𝘷𝘦 𝘧𝘰𝘳𝘨𝘰𝘵𝘵𝘦𝘯 𝘪𝘵 𝘮𝘢𝘵𝘵𝘦𝘳𝘴.

My role is to help boards rebalance:

→ Discipline 𝘢𝘯𝘥 creativity
→ Governance 𝘢𝘯𝘥 growth
→ Managing risk 𝘢𝘯𝘥 backing bold moves

In practice, that means:

- Bringing an outside-in lens to challenge inside-out thinking
- Understanding if decisions are two-way or one-way doors
- Looking for asymmetric bets with fat-tailed upside

The simple way I frame it:

𝗟𝗲𝘃𝗲𝗹 𝟭 - 𝗖𝗼𝗻𝘁𝗿𝗼𝗹
Cost Discipline, Risk Management, Governance
Essential. Protects value. 

𝗟𝗲𝘃𝗲𝗹 𝟮 - 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲
Op. Excellence, Capital Allocation, Technology (inc. AI)
Improves productivity and returns. 
Necessary, but still incremental.

𝗟𝗲𝘃𝗲𝗹 𝟯 - 𝗩𝗮𝗹𝘂𝗲 𝗖𝗿𝗲𝗮𝘁𝗶𝗼𝗻
Innovation, Growth Engines, Business Models
This is where trajectories change.

I help boards ensure L1 & 2 are solid,
then move deliberately and confidently into L3 -
with a strategy that is coherent across all three.

A primer on my experience:

- 15+ years across FTSE, private and family-owned businesses
- Investor readiness, sale preparation and due diligence
- Board-level strategy design across multiple industries
- Multi-year transformation leadership and governance
- Carve-outs and stand-ups of standalone businesses
- Business model and operating model innovation

If you’re navigating transformation, turnaround, or seeking bold growth, 𝘢𝘯𝘥 𝘸𝘢𝘯𝘵 𝘧𝘳𝘦𝘴𝘩 𝘵𝘩𝘪𝘯𝘬𝘪𝘯𝘨 𝘢𝘳𝘰𝘶𝘯𝘥 𝘵𝘩𝘦 𝘵𝘢𝘣𝘭𝘦, I’d welcome a conversation about how I can help your board drive value.

→ Message me here or reach out at Dan@DanMottram.com

Dan Mottram_

Schneider Electric's FY25 results tell the story of a business model.

Revenue: €40.2 billion, first time above €40 billion. 
Free cash flow: €4.6 billion. 
Cash conversion: 111%. 
Backlog: €25.4 billion, up 18%.
 
Those are the outputs. 
The mechanism producing them is the Digital Flywheel.

This is the infrastructure intelligence thesis at work.
 
Physical infrastructure generates operational data. The data feeds a growing software and services layer. The software makes the installed base even stickier. That base attracts more infrastructure deployments. 

62% of group revenue now comes from this loop. 
Up from 57% a year ago. Growing at 15% organically.
 
AVEVA, the industrial software platform, delivered double-digit growth with 85% recurring revenue. ARR grew 12%. The software moat is deepening.
 
Gross margin fell 40 basis points. 
EBITA margin expanded 50 basis points. 

The market may focus on the former. 
The strategy lives in the latter.
 
The full article (+8 Charts) is on my ISI Substack.
Link in the comments ↓

Strategic Advisor to Industrials → Value Creation Across Core, Growth & Future Business Models | Certified Advisor | Non-Executive Director

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