Building on Your Foundations. Delivering Growth.
A structured approach to growth through ownership change. We assess where you are, agree where to focus, and deliver the practices that move performance. Whether you need a structured programme or a senior advisory partner, the starting point is the same: shared evidence and clear priorities
Timely and relevant support.
We work across the full ownership transition window. The right support is available at each stage, not just around the deal. Our experience tells us that as you progress through each stage, the risk shifts and the consequences of getting it wrong compound. Many clients also engage with us after the deal is done, where the growth work begins in earnest.
Pre-transaction
We help you shape the conditions for post-transaction performance.
- Clarify growth ambition.
- Assess core capabilities before gaps are exposed in due diligence.
- Evaluate succession risks before they manifest mid-transition.
- Design proportionate governance.
- Strengthen commercial performance before scrutiny exposes underperformance.
Transaction
We protect momentum when everything is changing.
- Maintain focus on strategic priorities.
- Define new structural accountabilities.
- Pressure-test growth assumptions before they are tested in practice.
- Align key stakeholders.
- Prepare for the first six months after the deal.
Post-transaction
We turn ambition into disciplined execution, fast.
- Build a shared, prioritised growth plan the leadership team owns.
- Define the capability and investment the plan requires.
- Implement high-performance ways of working.
- Accelerate leadership impact under new ownership expectations.
Embedded growth
We help you sustain performance as complexity grows.
- Embed scalable ways of working.
- Track performance against evidence, not instinct.
- Strengthen capability before complexity outpaces the organisation.
- Build organisational resilience before pressure reveals weaknesses.
From insight to action. Your growth journey.
Four stages, designed to take you from where you are now to demonstrable, measurable progress. We deliver through two routes. Growth Pathways for structured programmes. Growth Advisory for bespoke engagements. The right route depends on what you need and where you are in the transition window.
Stage 1
Assessing your foundations
An agreed, evidence-based picture of where your business stands.
Stage 2
Defining your opportunity
A prioritised plan with clear focus areas and defined success measures.
Stage 3
Delivering your growth
Measurable progress in the practices that matter most.
Stage 4
Measuring your progress
Evidence of what changed, and a clear view of what comes next.
Pathways Growth
Advisory
The eight growth foundations.
We see the whole business, especially where the problems are hidden. Eight foundations. Thirty practices behind them. Developed over decades of working with businesses through growth and transition, they represent the core elements that determine how each business actually performs, and how value is created, protected or lost. We assess all eight in a one-day facilitated workshop.
Customer acquisition, retention and market insight
5 practices
Strategy and direction
3 practices
Execution and performance
4 practices
Financial and commercial clarity
4 practices
Risk and governance
3 practices
Operational excellence
5 practices
Culture and employee experience
3 practices
Leadership, succession and capability
3 practices
The eight foundations and the thirty practices that sit beneath them are proprietary to Still We Grow. They have been developed over more than two decades of working with scaling businesses.
What the method delivers.
Businesses that invest in their foundations before accelerating growth make better decisions, mitigate risk, move faster and become more profitable. The return is not insight alone. It is the confidence to move decisively, to commit capital, execute growth plans and address the issues that would otherwise limit value, before it is too late.
Clarity that prevents misallocated time, effort and investment.
A shared, evidence-based view of where the business genuinely stands. Leadership time, capital and focus go where they will actually drive performance.
Alignment before it slows decisions and dilutes execution.
Leadership teams align on priorities and trade-offs early. Friction, delay and rework do not get to emerge under pressure.
Risks identified before they impact valuation, deal confidence and operational performance.
Issues found during due diligence or transition are rarely surprises in hindsight. We find them while they can still be addressed.
A credible, prioritised plan, so investment delivers measurable return.
Clear, sequenced recommendations, so resource and investment go where they will have the greatest impact.
Confidence for investors, boards and trustees.
An independent, evidenced baseline that gives stakeholders assurance and practical routes to meaningful improvement.
Progress that is measurable and visible in the data.
A benchmark that can be revisited over time. Improvement is tracked, demonstrated and trusted, not assumed.
How the assessment works.
Our proprietary platform does not just capture what you tell us. It records the evidence, context and consensus that sits behind every rating. This is how we know where to act first, and how we know whether progress has actually been made.
Evidence, not opinion.
Every practice is rated against observable evidence discussed and agreed in the room. Not self-reported scores. The platform locks in the reasoning alongside every rating.
Consensus in the room.
Maturity ratings are reached collaboratively during the facilitated session. Leadership alignment is built into the diagnostic itself, not bolted on afterwards.
Retained context.
Session notes and the thinking behind every rating are retained. Context is retrievable as your business evolves and as priorities shift.
A benchmark you can revisit.
Every assessment uses the same thirty-practice structure. Your baseline is directly comparable over time, and against the wider SWG community as the dataset grows.
Two routes. Same starting point.
The assessment creates clarity on where intervention will have the greatest impact. From there, two routes are available depending on the complexity of your challenge and the support model that suits your team.
Growth Pathways.
A structured, sequenced and proportionate programme of improvement work. Informed by the assessment findings, focused on the foundations most likely to constrain or enable growth.
Growth Advisory.
For organisations where the complexity of the challenge requires a more bespoke approach. Still grounded in the assessment, but shaped around the specific context and pressures of the transition.
The gap we fill.
Most businesses going through ownership change get extensive support around the deal itself. Far fewer receive structured support to turn the ownership event into stronger performance, governance and sustained growth. We complement the work of your legal, tax and corporate finance advisers. We do not replace them.
| Who they are. | What they typically provide. | Where they stop. |
|---|---|---|
| Existing professional services. | Legal, financial, tax and governance advice focused on the structure of the deal itself. | Limited or no support for what happens after the transaction. Growth, capability and execution are not their domain. |
| Independent trustees and consultants. | Implementation of governance structures and established good practice, often within a limited advisory scope. | Often constrained by the breadth of expertise available within a single advisory relationship. |
| Still We Grow. | Sustained support beyond the transaction. We help leaders navigate the risks and embrace the opportunity that ownership change creates. | We do not handle deal structuring, tax or legal advice. We work alongside the advisers who do. |
Start with the evidence. Act with confidence.
An initial conversation to understand your situation and whether the Growth Foundations Assessment is the right starting point. We will tell you honestly if the timing is not right.