I found that I had a knack for sales and quickly gained an understanding of the industry. More importantly, I realised that Ensign had a huge amount of potential. Customers loved the software, but the business had always been run as a small, personal venture. I knew we could get this technology to reach and benefit more people.

We agreed on a plan of action: if I helped the company double in size through sales growth, the owners could sell me half of the business. I believed in the product and wanted to take it to the next level. I invested what I had – my talent for sales and my vision for the future – until I was also able to invest my capital.

I entered into a partnership with the other owners in 2006, and for several years we worked to grow the business. I then took over Ensign in 2012, by which time we had already exceeded our original target of doubling the size of the business. Since then, Ensign has nearly tripled in size again.

My strategy was always to leverage what we already had, automating and streamlining as much as possible. I understood the problems our customers faced, how to empathise with them and how to offer the right solutions.

EES Data was less technologically advanced and run less efficiently, so I knew we could add value for their customers. In return, they had something I wanted: their electrical database was a huge potential advantage for Ensign. They also had software that Ensign had never offered before, such as a heat loss calculator.

I saw the opportunity to create value by combining the best of both companies, so I provided the investment that EES needed, and spent around six weeks working side-by-side with the original owner. He was then able to take a step back, just picking up the phone from time to time if I had a question.

I streamlined the company significantly, and soon one person could finish in a day what had previously taken three people a full week. This made it easy for me to run the business profitably alongside Ensign.

This process proved that when objectives align, the acquisition process can be quick, simple and mutually beneficial. I realised I could apply everything I’d learnt to businesses that weren’t necessarily within the same niche, help them run more efficiently and make a healthy return on my investment.

I took the time to research and understand the new markets we wanted to enter. Through site visits and discussions with contractors, I learned about their needs and the challenges they faced. This hunger to learn about new markets is what gave me the insight I needed to position our new brand successfully, and I always apply that attitude to new ventures.

I have a history of investing in commercial property, such as Ensign’s head office in Leicester. That particular purchase took 12 months to complete, but I patiently worked through the process with the vendor and was as flexible as possible, because it was ultimately the best move for the business.

I had also previously invested in a portfolio of buy-to-let properties, which I managed successfully for over ten years, plus a number of chalets across Europe. My international property experience gave me a deeper understanding of the complexities of acquiring assets in other jurisdictions, since different laws, taxes and cultures all have an impact on the investment process.

In an unofficial capacity, I often find myself serving as a consultant for a number of fellow investors and business owners. I’m more than happy to offer help and advice when it comes to business strategy, and I’ve earned a reputation for being both knowledgeable and approachable. I take a real interest in others and always strive to find a way that we can work together easily, without any unnecessary stress.

QADEX software is used by over 16,000 food and drink companies globally with an experienced team of 70 across 3 offices ensuring QADEX continues to deliver exceptional customer service. With a very experienced engineering team of over 40 developers and testers a constant request from the QADEX engineers was to be given the opportunity to work on different technologies, hence the search for acquisitions commenced in 2018.

Acquired during 2019 in partnership with Northern Telecom, SMS expert continues to grow and prosper with the increased resources now available from being part of a larger group.

The experienced Storacall leadership team continues to run this great business day to day with the added benefit of the resources and leadership which Stephen brings. Storacall is now investing heavily in new technology and product range extension in preparation for many more years of successful growth.

Stephen was headhunted to become Financial Director of Walkers Midshire Foods, a £70m turnover, 2 site premium meat products producer before leaving to found QADEX.