The G.T. Partnership

"Building stronger businesses together"



We were approached by a rapidly expanding dental management group with a request to help them affirm their overall strategy, clarify their deployment plans and develop an implementation programme.

Our research and analysis of both the industry and the position of the client within it confirmed that whilst the strategic direction was sound, the deployment approach revealed a number of stress points which could have led to failure. For example, the business structure and governance of the organisation, the lack of role clarity and competence of some of the people, the prioritisation and alignment of the Board to the business priorities and finally, the provision of appropriate funding.

Accordingly, our report made recommendations including reconstitution of the Executive and Board, the creation of a transformation programme to engage the staff, a planning template incorporating a financial requirements predictor and appropriate KPI’s.


A property trust with a good quality portfollio of investments had become involved on a joint venture basis with a developer.  Sadly just as the renovation works were completed the credit crunch arrived and it became clear that the sale was going to take longer than planned.  The bankers, however, refused to renew facilities in view of a relatively small shortfall in the  lending value.  Instead very large monthly management fees were passed in addition to increased interest margins, all whilst the bank considered it's options.  Facilites were actually renewed after a year or so and then repaid within a few months following a sale which had been in negotiation during most of this time.  Despite prostestations from the client and his lawyer the bank refused to acknowledge that the fees were unreasonable and indeed incorrectly passed as they had never been included in agreed documentation, scheduled in facility letters or invoiced with appropriate notices. 

G.T. prepared a comprehensive timeline of events, constructed a complaint letter and then acted as agents to deadlock stage, firstly with the bank and subsequently with the Financial Ombudsman's service. 




A central London estate agency chain determined to change its' traditional focus on recruiting managers from the marketplace instead of choosing to develop its own negotiators.  Following a Myers Briggs profiling and feedback exercise, bespoke programme(s) were constructed to address the development needs determined and delivered over several months in highly focussed 1 X 1 sessions aligned to in workplace changes in responsibilities allowing the mentoree to practise and reinforce learning.

During this delivery stage constant support and counselling was provided to the firm and the mentoree(s)  ensuring maximum synergies and R.O.I.


An example of a piece of work completed for a major City institution related superficially to a single and specific issue identified by the client. Following our initial research we structured workshops around our Attitude, Skills and Knowledge template.


Focussed on 'Self Awareness' and Development, utilising well established principles. The end in mind was to have the delegates 'think' about their current approaches to their work and roles and begin to establish ownership, to improve their own personal effectiveness and that of the team. Identification of, and benchmarking relating to business goals was examined. Time Management, Teamwork and Listening were all picked up as skills most likely to be supported for application by the group. Sessions also covered Objective Forming and Alignment. The Disciplines of Effective Organisations and how to focus on the goals that really matter, also what characteristics effective organisations and teams display. Presenting tips and how to improve ability to demonstrate and inform an offer, internally and externally were shared.


Focussed on Relationship Management and Selling skills, specifically looking at how to achieve a consistent approach to client management, with the end in mind of improved sales closure rates. The need for a positive attitude was examined. The nature of a trusted advisor role was explored and exampled. Specific sales techniques and procedures were shared. We challenged traditional mindsets which focused only on fact based selling and introduced the need to find the right mix between IQ and EQ. We introduced delegates to how clients buy and what psychology and physical events occur in the brain between the Amygdala and the Neo Cortex and how to use this understanding to achieve sign ups. To embed in the DNA, 3 new tools, designed by The G.T. Partnership, were endorsed by the delegates. These covered Business Planning, Client Interview Preparation and a Client Contact Report form. The subject of MI was revisited, and signposting tools for personal development provided.




As the economy grew a business involving the provision of advances against salary cheques and third party paper was profitable and highly successful.

It was however supported by short term finance with the balance sheet and profit and loss constructed to provide short term benefit to the Directors and owners rather than considering long term sustainability. When the credit crisis hit the business was one of the first casualties of funding restrictions by mainstream lenders.

Our engagement confirmed the continued attractiveness of the market. However, we recognised the need for the provision of a balanced financing structure involving both short and medium term funding.

We constructed a Business Plan, break even analysis and deployment strategy including cost saving and income generating measures. The business was successfully introduced to new bankers.