Pipeline, conversion and the biggest risk on the table.
16 active opportunities · 1 retainer (Corrin) · 1 deal lost (CBRE, c.£36k, to an internal hire).
New sales remain the single biggest risk to the business. Priority is a holistic BD engine with clear, named ownership.
Presented their IT strategy; asked All3 to act as portfolio manager (c.£100–120k, tail end of the year, limited time pressure). ERP deferred to H2 next year; possible CRM in between. All3’s standing is high.
Johnny McGreevy engaged; TAS relented on the full-time PLM-manager requirement, easing resourcing.
All3 accepted onto the framework — build a plan to leverage it and push hard.
Holistic approach to build: Founder/Partner-led, network map (monthly touchpoints, quarterly coffees, annual dinner), an entry-point offer, partnerships and events.
Portfolio status, schedule and the delivery watch-list.
| Programme / client | Lead | RAG | Note |
|---|---|---|---|
| Corrin | Chris Dredge | Green | On plan. |
| PWS — Nexus | Rich S / Alex M | Amber | +3 months schedule variance. |
| TAS — Blueprint | Will S / Steve T | Amber | Resourcing being resolved. |
Reporting to be updated (Sri), with a standing pipeline pre-read one week before each ELT so delivery insight is current.
Priority to deploy the ageing bench — including Chris P onto Thompson if the IQE opportunity is not confirmed.
Capability, utilisation, engagement and the live immigration risk.
eNPS 9.2 · employee pulse 4.2 / 5
A private Founder/ELT view across Performance · Trajectory · Energy & Engagement · Criticality on a RAG basis. Trend matters more than any single month; never shared with the team. Red on Criticality flags key-person risk, not a problem with the person.
Two reds. Placed on a Performance Improvement Plan with clear objectives; Will leads, line management brought closer, James providing day-to-day support.
One probationary team member’s probation extended by three months against clear competency and behavioural objectives.
Willing to stay; retention terms and rate to be agreed. Rich to progress.
Strengths: culture, trust & belonging; approachable leadership. Watch-outs: sustaining culture through growth, workload/burnout, and the benefits package.
Will to bring three options ahead of the Away Day — considered holistically alongside pay and expenses — with a holding statement to the team.
Licence application refused on a technical compliance point, carrying a six-month cooling-off period. Two colleagues at risk on current visa timelines.
Plan A: reapply for All3’s own licence (long-term asset). Plan B: sponsor via a licensed partner entity now. Key date: 11 Aug, decision by end of the following week.
Revenue, cash, receivables and the operating backbone.
June saw only c.£2.5k land in-month (invoicing timing). A 12-month rolling cash & expenditure view to be produced so runway is visible. Monthly run-rate c.£160–240k.
As a larger, legitimised business, All3 will be bolder on payment terms. Historic expenses (Thompson, Pennon) to be back-flushed and moved to a monthly cycle, raised before month-end.
HSBC account opened (needed for the visa work); new trading routed there to build credit history. Corporate card (c.£50k) in place.
A Funding Circle facility (c.£400k) is approved but not drawn — held as contingency. All3 carries only two creditors — a position to protect; debt only for absolute growth.
Every action has a named owner. Click a person to filter the board.
Seven resolutions, how the board runs, equity, and September.
Terms of Reference & RACI adopted as the governing framework.
Reapply for All3’s own Sponsorship Licence; run Plan B for the two at-risk colleagues.
Steve R placed on a Performance Improvement Plan.
One probation extended three months against clear objectives.
Vestd growth shares confirmed as earned; nominal value settled within 30 days.
Away Day partners’ session extended to three hours (08:00–11:00).
Founders retain veto; decisions need both Co-Founders’ agreement.
Monthly cadence; board pack issued three working days ahead with decisions signposted. Composition: Founders (co-chairs) + Partners; quorum all four. Standing MBR agenda; all actions carry named owners.
Partners’ growth shares issued at a c.61p hurdle; the work condition is met, so they are earned/unconditional. Taxed as capital gain on exit only. Nominal value payable within 30 days; Rich’s signed s431 to be reused.
Day 1: travel, villa, the “All3 Story”, formal dinner where the Partners’ appointments are announced. Day 2: “The Next Chapter”, Partner-led — total growth across personal, professional & organisational; two group exercises; engagement results shared. Day 3: reflections and travel home.