FEG CONSULTING LTD

Executive Summary

FEG Consulting Ltd holds a focused position within the specialized management consultancy market, leveraging experienced leadership and a lean cost base. While operationally stable with a solid fixed asset base, the company faces working capital challenges and key-person dependency that could constrain growth. Strategic expansion into adjacent services and improved liquidity management will be critical to unlocking its growth potential and enhancing competitive positioning.

FEG CONSULTING LTD - Analysis Report

Company Number: 13636917

Analysis Date: 2025-07-29 12:17 UTC

1. Executive Summary
   FEG Consulting Ltd is a micro-entity operating within the management consultancy sector, specifically excluding financial management. Established recently in 2021, the company has maintained stable net assets around £40,000 despite modest current liabilities exceeding current assets, indicating tight working capital management. Its strategic positioning relies on specialized consulting expertise with a lean operational structure.

2. Strategic Assets

• Niche Focus: Operating under SIC code 70229, the company provides management consultancy services outside of financial management, allowing it to target specialized advisory needs without direct competition from financial consultants.
• Experienced Leadership: The controlling shareholder and director, Sarah Thorn, holds a significant ownership stake (50-75%) and voting rights, enabling agile decision-making and clear strategic direction.
• Asset Base: Fixed assets of approximately £79,000 provide a tangible foundation for service delivery, potentially including technology, intellectual property, or office infrastructure.
• Lean Workforce: With an average of two employees, FEG Consulting Ltd maintains low overheads, which supports operational flexibility and cost efficiency.

3. Growth Opportunities

• Market Expansion: Leveraging its specialized consultancy niche, the company can expand into adjacent sectors requiring management expertise, such as digital transformation or operational efficiency for SMEs.
• Service Diversification: Introducing complementary consulting services (e.g., strategic planning, change management) could broaden client appeal and increase revenue streams.
• Partnerships and Alliances: Building alliances with other consultancies or industry bodies could enhance market reach and credibility.
• Working Capital Optimization: Addressing the negative net current assets through improved billing cycles or short-term financing could free up liquidity for growth initiatives.

4. Strategic Risks

• Working Capital Constraints: Consistent net current liabilities (~£37,000) signal potential liquidity risks that may limit operational flexibility and ability to invest in growth.
• Dependence on Key Individual: The business is heavily reliant on the director, whose ownership and control concentration expose the company to key-person risk.
• Market Competition: As a micro consultancy, competing against larger firms with broader service offerings or established reputations may restrict client acquisition.
• Scale Limitations: With only two employees, scaling operations rapidly could be challenging without additional hires or investments, potentially capping growth.