Although the business had been established for many years it was losing money and in need of much modernization, both in terms of its business practices and brand.

A number of specific actions were executed during the early months of the new ownership including:

1. Development of clear objectives for the business. These allowed us to engage with core staff and provide a vision for the future where staff could see a positive journey towards profitability within 3 years.

2. Restructuring of traditional hierarchical management structure. This resulted in substantial cost savings.

3. Cost control procedures were put into place along with a programme of renegotiating our contracts with 3^rd parties.

4. A marketing and communication plan was developed that focused on core drivers of:

a. Providing quality care

b. Building better parent relationships

c. Allowing flexibility for parents (recognizing that many parents work non standard hours)

5. Re branding took place within 12 months of ownership, including;

a. A suite of tactical marketing materials (flyers, brochures etc)

b. Targeting of local employers offering a bespoke service to large employers

c. Staff incentives for introducing new parents and children

d. Discount voucher scheme for existing parents, encouraging them to refer friends and family needing child care

6. A focus on cultural change within the settings

7. The announcement of further planned developments for years 2&3.

These have now occurred and included:

a. New fee structure devised and implemented

b. Credit card payment option now available

c. Investment in both internal & external facilities

d. Improved terms and conditions for staff

e. Very good Ofsted reports

The above led to a rapid improvement in fortunes for the nurseries.

Turnover rose from by £10k per month

The business moved to profitability within 3 years (as planned)

Turnover has continued to grow (2008 - £525k) 2009 continued uplift in turnover to c. £550k and £50k pre-tax profit.