We're delighted to announce our partnership with The Wilderness Foundation UK, a fantastic charity dedicated to preserving wild spaces and providing nature-based therapy and mentoring to children, teens and adults.
Based in Essex, the foundation offers nature-based outreach programmes, environmental education and nature therapy camps, alongside wilderness trails that enable adults and young people to explore unspoilt wild places. Their 45+ accredited therapists seek to bring about measurable, positive change and improved mental health within disadvantaged and vulnerable young people and adults, enabling them to lead a healthy and active life. The foundation also works to preserve wild spaces by educating young people on the benefits of protecting nature and the value of time spent outdoors.
The Wilderness Foundation UK was founded in 1976, coincidentally the same year as ECI, meaning both our organisations will celebrate their 50th anniversaries next year.
We look forward to supporting this fantastic charity over the next year through different initiatives and activities. You can discover more about their programmes and their dedication to connecting people with nature by visiting their website: https://wildernessfoundation.org.uk/
News
14/05/2025
ECI announce new charity partner, The Wilderness Foundation
At ECI we’re fortunate to meet a lot of CEOs and founders, and for those contemplating raising investment, they often have similar questions or anxieties they’re hoping to address. Here we’ve pulled together the six most common questions that are front of mind for CEOs:
1. What impact will investment have on my team, and how can I incentivise them?
First of all, we see helping businesses to build their teams for future success as one of our most important roles. We often work with investee companies to help them identify areas where they need more strength – they might need to appoint a chief technology officer for the first time, for example – and we have access to a broad network of talent that might be a good fit.
As for incentivisation, our deal structures typically contain “sweet equity” – share options and other instruments that enable the business to reward key individuals with shared ownership. A chunk of this will typically go to the CEO, with the remainder available for other members of the senior team, and where relevant a provision for new hires and rising stars.
One thing we’ve observed over the years is that CEOs often feel they have to allocate most of this equity straight away. Our advice would be to keep back a proportion of the pot to reward staff who deliver over time; those allocations may go to the same staff who received the initial awards, but if you don’t keep some back, it is difficult to reward performance/contribution on an ongoing basis.
Another way we can help business leaders prepare the team for the future is by helping them with succession planning if it’s something they’re considering. Whether it’s identifying top talent within your business and creating a roadmap for them or exploiting our network to help you identify potential candidates, succession planning is often something front of mind for CEOs as they consider the next investment round. For example, in 2017 we delivered a succession buyout for Jonathan Elliott, CEO of Make it Cheaper, allowing him and his co-founder, Chris Cole to gradually transition towards a Non-Exec position and introducing CEO, Paul Galligan, former CEO of Comparethemarket. Jonathan and Chris were still active in the business they had built, the newly rebranded Bionic, and as well as value from the initial sale had a significant minority stake at the next exit which delivered a very strong 4.8x return.
Finally, it is worth saying that some teams can worry that investors such as ECI will put pressure on the company to grow more quickly. They may worry about what happens if they don’t deliver? Our view is that it’s the CEO’s role to make those decisions, just as it was before the investment. We can share our insights from a wider market view, but our advice tends to be that the CEO should trust his or her instincts.
2. Will I stay in the business until the next exit?
Our experience is that most CEOs stay on at the business after we’ve invested, continue through to our exit, and are still there well beyond that point. Those looking for investment usually recognise the exciting growth trajectories of their businesses, and they want to be part of that for the long term.
CEOs may have heard that private equity firms look to change leadership teams, but that couldn’t be further from the truth from our perspective. We make investment decisions based on our belief in the CEO and their ability to deliver on their strategy. It’s true that investment will accelerate the pace of the business’s growth, but most CEOs thrive in that environment and don’t just deliver but outperform their objectives.
CEOs can worry about knee-jerk reactions to bumps in the road. At ECI we don’t make snap reactions to challenges, as we take a long-term perspective. It's also worth saying that we’ve been investing in businesses for over 49 years, so we know that growth is not always linear. There will be challenging times, but we stay calm in the face of adversity – we pride ourselves on not overreacting when problems come up; we work with the team to solve them.
That said, there are a number of CEOs we have worked with who proactively wanted to move into a new role during our investment. For those that plan to exit at the same time as we do that might mean moving into a Non-Exec role, but for others, we sometimes see they want to refocus on what made them fall in love with the business from the start.
For example, at insurance broker, Clear Group, the CEO, Howard Lickens, had successfully delivered 24 acquisitions before our investment. As the business scaled, he recognised that he wanted to carry on focussing on that M&A strategy and leveraging his network in the insurance space. We introduced a new CEO to support that transition, and Howard’s renewed focus significantly accelerated Clear’s rate of M&A, delivering fantastic results by the time of exit. Similarly, Mobysoft founder Derek Steele had founded and developed Mobysoft’s predictive analytics software product. Derek is now able to use his expert product knowledge to support the team's initiatives around best in case technology and Tech for Good proposition as Non Exec.
Whatever the case, we can help work with the CEO to plan a smooth transition for the company, and for those looking for succession planning, we work together to make sure they are benefiting from the growth of the company and ensuring a sustainable future.
3. If you take a minority stake, will I retain more control?
At ECI we are happy to take both majority and minority stakes in businesses. All investments will contain some rights, whichever private equity firm you choose. What we tend to see is that the impact of that depends far more on the approach of the firm and how they work with management teams. It’s why we’re agnostic as to whether we’re a minority or majority investor. We see our role as providing support to the management team as it pursues growth.
We will provide challenge, and we have some important capabilities that we can share, such as our Commercial Team, who can provide support on projects that drive value. But we work with our investee businesses to agree what will maximise value, and we don’t have a playbook we roll out as standard – you know best for your business.
In specific circumstances, it may be that you want additional help. For example, we have lots of experience managing M&A transactions, so if that’s part of your growth strategy, you may look to us for a more proactive approach. That strategy has worked really well at Moneypenny, for example, where our New York office has supported them to complete four US acquisitions since investment. Similarly, for teams that want to leverage data to enhance decision-making, we can provide hands-on support using best-practice data science. At MiQ we worked closely with the team to build a high-performance global BI team from scratch in 100 days – find out how they did it here.
Whatever it is you’re looking for though, the aim is always to support the business rather than control the process.
4. What happens in the first year after you invest?
First, we always hold strategy sessions following an investment. The idea is for everyone to share their experiences and observations from the deal process and to collectively agree strategic priorities. These are easily some of the most impactful and valuable days. They get everyone involved so that we can work out together what will move the needle and set a trajectory for the investment period.
From the strategy day, we develop roadmaps together in key priority areas – new hirings, product launches or technology investments, say. The sooner those plans can be defined the quicker we can help you make an impact.
You will have already met your ECI team during the deal process. We introduce you to our investment, origination and commercial teams – we call this the “power of three teams” – from the get-go, rather than parachuting people in after the transaction is completed. However, in the first year, we’ll also make sure you’re introduced to other businesses in the ECI portfolio network and invite you to join the ECI Unlocked programme.
We believe these networks are vital. It can be lonely at the top of a business, so the opportunity to share experiences with peers in the same position at other organisations is valuable. The same goes for all your functional leads; we think that introducing them to their opposite numbers at other businesses is a fantastic chance to share best practice, support and learn from one another.
5. How should I pitch my business to ECI, or another investor?
Every pitch is - and should be - very different. But, as someone on the receiving end of many pitches, there are some things we’ve noticed time and time again. One point is that while business leaders are often very focused on potential value enhancers – M&A activity, international expansion and so on – they often have not spent much time thinking about what might inhibit value creation. Awareness of this shows a maturity around their business – and as investors, we’re expecting that there will be areas which need investment, both of time and money.
Being clear on your customer and their needs is key. Being able to back that up with data will help investors get straight to the most important part of the business. Customer segmentation and how it plays into growth is one area, in particular, that’s worth spending plenty of time on. In every investment process, we’re really keen to see where businesses see their most attractive growth opportunities – and to hear about how they are prioritising sales and marketing efforts accordingly. The more that investors can understand the key growth segments for the future, the better.
6. How should I choose an investor?
Firstly, there is no point in pretending that price and deal economics are not key issues. You need the right fit with an investor to work with them on an ongoing basis, but their upfront valuation of your business and deal structure will obviously be important too. You should have a clear view of what you’re expecting so that you can judge offers accordingly.
If you are aligned on value, in our view the next most important consideration of all is personal chemistry. You’re going to be working with these people for several years to come, often in fast-paced and challenging situations. You need to be sure you’ll feel comfortable picking up the phone for a chat whatever the circumstances.
In that context, it is worth thinking about the values and style you’re looking for from an investor ahead of the process. Do you enjoy working with people with lots of energy and drive? Are you looking for calm amid the noise? How much support are you actually after? Private equity professionals largely look and sound the same at first glance, but every company has its own culture and individuals come with their own personalities. It’s a fantastic investment of time to really get to know your potential investor before you commit. And ask around – the investment industry isn’t that large, a quick personal chat with another CEO or an advisor can tell you a lot about who will actually deliver on what they promise.
Private equity firms should be able to add value. What capabilities of their own will they bring to the investment? That might be a deep-seated expertise in data and analytics or experience in internationalising UK businesses. If there are areas of competency that hold the key to unlocking value at your business, look for an investor able to provide this.
In addition, relevant experience is really valuable. For example, when we met global travel management company, TAG, we had already invested in Reed & Mackay and CarTrawler, giving us deep insight into the travel sector. This gave us a huge advantage in understanding the complexities of business travel, corporate booking platforms and customer experience. That meant we were both looking at the same picture from day one. Similarly, our experience with MiQ in the digital marketing space gave us knowledge of performance marketing, data-driven advertising, and global media strategies, ahead of investing in Croud and supporting them with their global growth ambitions. Of course, every business is different, but an investor who knows your subsector well will not have to waste time getting up to speed on your model or market.
It may be that you need a different type of experience: if your growth plan is built around, say, M&A, expansion into the US, technology integration or some other initiative, an investor who has been through that before will help you to avoid common mistakes. For example, when we invested in Mobysoft, the business was looking to develop new products around its core Rentsense module, to enhance its offering to the social housing sector. Product range extension was a strategy we had already supported at CPOMS, leading to the successful launch of its StaffSafe module. Relevant experience can help to highlight opportunities and challenges to different strategies, helping management teams accelerate growth plans.
It's not just what support investors offer but also how they’ll provide it. Are you looking for help in-house, or on a consultancy basis? Are you happy with multiple points of contact or do you prefer a one-to-one relationship? How will an investor work with the rest of your team? You need to be confident you can build an operational relationship with an investor that works for you. At ECI we make sure that one of our Commercial Team is involved ahead of a transaction and stays part of the team right through to exit, as we find that continuity means you can hit the ground running right from day one and they feel like an extension of your team. That might not be the same everywhere.
These are just some examples of how it's important to focus on the questions which reflect how you want to work with an investor. Choosing an investor to back you and your business is an incredibly important decision, so taking the time to get to know them is always a valuable investment.
If you’d like to chat with someone at ECI about any of these questions or to discuss how we might be able to help your business, please reach out.
Insights
13/05/2025
George Moss
Read Time: Min
Six questions CEOs ask us
Each month, we turn the spotlight on the leadership teams in our portfolio to find out what drives them, who inspires them, and the biggest lessons they’ve learned.
This month, we chat with Jesper With-Fogstrup, CEO of Moneypenny, a leading provider of outsourced communications. Jesper joined the business six months ago and brings deep experience in digital transformation and customer-centric leadership, having held senior roles across the tech and service sectors.
Jesper shares what motivates him, his thoughts on leadership, and the secret sauce behind an effective management team.
Q: Which one rule do you expect your employees to abide by?
Do the right thing – even when it’s hard. It’s a simple but powerful principle that drives integrity, ownership, and customer focus. Change is constant in most businesses and, I expect our people to act with good judgement, take ownership, and always keep the client’s experience at the heart of what they do.
Q: What motivates you?
Driving meaningful change that creates lasting impact – for our people, our clients, the business and the wider community. I’m motivated by solving tough problems, building high-performing teams, and seeing the tangible results of progress – especially when we move faster, serve client’s needs better, and create a culture people are proud to be part of.
Q: What are you most proud of in your career?
I’m most proud of building strong teams of diverse individuals that deliver real transformation – culturally, commercially, and operationally.
Across my career, whether in startups or large-scale businesses, I’ve led change that not only improved performance and successful exits but created more inclusive, empowered cultures. Seeing people grow, step up, and thrive in that environment is what stands out most.
I am especially proud of my time with GTA (Gullivers Travel Associates) when I built a new product inventory type delivering $110m+ incremental annual run rate revenue 60 days after go-live, changed how the company operated and was a substantial contributor to our successful exit to Kuoni.
Q: What made you want to join Moneypenny?
The combination of a strong purpose, a great culture, and huge untapped potential. Moneypenny has a standout reputation for service and amazing people, and what excited me was the opportunity to scale that magic – through technology including AI, doing more jobs for more clients and optimising our operation. It was clear to me that with that approach and serving even more businesses as their trusted seamless partner, we could unlock the next phase of growth.
Q: How would you like others to describe you as a leader?
Decisive, transparent, and empowering – someone who acts as the Chief Unblocking Officer. I aim to set a clear direction, communicate openly, and create the conditions for others to succeed. I see my role as clearing obstacles, removing friction, and enabling teams to move faster and smarter. I want to be known for driving progress, bringing energy, and caring deeply about both performance and people.
Q: What is the secret sauce for an effective management team?
Trust, challenge, and accountability — with customer obsession and relentless execution. Great management teams operate best when there is a space where leaders feel safe to speak openly, aren’t afraid to challenge each other, and bring fresh ideas to the table. That builds high trust and encourages better, faster decision making, when people aren’t afraid to challenge the status quo.
Accountability is the glue. Shared and individual. Everyone takes full ownership of outcomes and supports each other to deliver. When that’s paired with a deep focus on the customer and a genuine bias for getting things done well, results follow.
Q: Night in or night out?
I lean towards a night in – especially as I travel so much and am often away from home. When I do have time at home, I really value the chance to unwind the two of us, or with friends for dinner. I also enjoy a good book or enjoying a night at the theatre. That said, I’m always up for a night out when there’s something worth celebrating – not too hard to find something to celebrate!
Q: Favourite film?
There are so many great films, but you might not expect this one: Roman Holiday with Gregory Peck and Audrey Hepburn is my all-time favourite. I love its playfulness and charm, but also the deeper themes: freedom versus duty, self-discovery, and the quiet power of simple pleasures over societal expectations. It’s timeless.
Insights
08/05/2025
Read Time: Min
“In Focus” with Moneypenny CEO, Jesper With-Fogstrup
In our latest Quick Fire, we chat with ECI’s Origination Manager, Christy Welsh, about her journey into private equity, common misconceptions about the industry, and the importance of Chaka Khan.
Q: What’s been your favourite part of your first half year at ECI?
One of the best things about joining ECI has been the chance to meet so many interesting people. Being in the Origination Team has felt a bit like getting a passport to speak to founders and management teams - people who have built amazing companies and are so generous with their stories and insights about growth businesses. In my previous role in coverage, most of my interactions were with advisors and PE clients who continue to kindly share their pearls of wisdom with me today. Now I get to learn from management teams as well, which has been valuable and genuinely fun too.
Q: What’s one thing about private equity that you think people get wrong?
There’s a common misconception that private equity is just about injecting cash, cutting costs and moving on. One of my first conversations at ECI was with a founder who asked, “Why should we keep talking? We don’t need cash.” It really stuck with me.
What we offer at ECI is so much more than capital. I often say we’re like teammates on the bench. We’re there when you need us, bringing the combined skills of our Origination, Investment and Commercial teams. Everyone here genuinely wants to help build something better. Cash might be the start of the conversation, but it’s not the really exciting part of our stories. There’s a shared passion for creating long-term value, and it’s about helping founders take their business even further than they thought possible, not stepping in to take over but working side by side.
Q: What’s the most interesting part of working with growth businesses?
At this stage, the possibilities really are endless! There are so many ways to help a business grow and create value. What I find especially exciting is M&A. It’s an area where I can have the most impact, from helping shape strategy to using our Amplifind™360 tool to triage opportunities, and meeting even more teams as potential targets.
People might think origination is just about sourcing a deal and stepping away, but with the businesses we back M&A means that we often stay involved throughout the journey. There’s so much energy and potential with growing businesses, and that’s exactly what keeps the job so interesting.
Q: What are your predictions for deal activity for the rest of 2025?
Confidence has been slowly building. Interest rates have started to come down, and we’ve seen more activity coming through in our market. Of course, the market has also come to expect the unexpected; however, if you look back at the last (almost) 50 years that ECI has been investing, normally things aren’t ever quite as bad as we fear or as good as we hope, it usually levels out.
At ECI, we’re focused on finding great businesses with strong growth, resilience and brilliant management teams, and that doesn’t change when there’s market noise. If anything, times like this can bring interesting opportunities, especially on the M&A side.
Q: How does the ECI subsector model work, and are there any particularly exciting trends you see in your subsectors?
I work across three subsectors at ECI: Data, Travel and HealthTech. At ECI our subsector teams immerse themselves in each market. Our focus helps us have strong relationships, develop deep knowledge, and build real conviction.
As you might expect, one exciting trend across all three of those subsectors is AI. What’s been really encouraging is seeing the shift in how people think about AI. It’s less about replacing jobs and more about helping teams make better decisions. There’s a lot of confidence now in using AI day-to-day within an appropriate data governance framework, and the quality of the AI-driven products we’re seeing in our pipeline reflects that. It’s a very exciting time to be in these subsectors.
Quick Fire with Christy:
If you weren’t in private equity, what job would you love to do?
I love sport, travel, and meeting people, so something that combines all three would be amazing. Maybe following big sporting events and interviewing the athletes. Ideally tennis, as I'm a huge fan.
What Scottish food item do you wish everyone would try?
There is a 5th generation family bakery in St Andrews that makes the best fudge doughnuts!
What’s your guilty pleasure TV show or movie?
If you checked my Netflix, you’d find plenty of RomComs and old-school Bond movies. Sean Connery, of course, is my favourite Bond.
What’s one thing you always have in your bag?
Pen and paper. I much prefer scribbling things down by hand. Typing into my phone’s notes just isn’t the same.
If you could instantly learn a new skill, what would it be?
DJ! I’d play Disco and House and there would be a lot of Chaka Khan in the mix!
Origination Team
30/04/2025
“Quick Fire” with Christy Welsh
In today's competitive job market, attracting and retaining top talent hinges on more than just salary and benefits. The Employee Value Proposition (EVP) has emerged as a critical factor, defining what makes a company an exceptional place to work, and ultimately a commercial success.
At a recent webinar we ran for our portfolio as part of our ECI Unlocked series, we hosted Christine Armstrong, a communications and management expert, and recently named sixth in the top 50 Global Future of Work influencers. Here, she outlines 5 ways to create a competitive EVP that sets your company apart in the war for attracting top talent:
1. Your working model really matters
The flexible/hybrid work model has become a cornerstone of modern workplaces, promising flexibility and employee autonomy.
However, many companies are now rolling back the concessions they made during the pandemic, shifting hybrid policies to be more office-focussed. Businesses like Disney, Twitter, and KPMG - once strong advocates of flexible work - have since reversed their policies, pointing the need for productivity, collaboration, and stronger company culture. As a result, many organisations are struggling to strike the right balance, leading to confusion and frustration among employees and inconsistent policies across industries.
What the data is showing us now is that in reality, what employees want the most is predictability. People want to plan their lives and understand when and where they're needed. Inconsistency and unclear guidance, often in the name of flexibility, makes this harder to achieve.
A key tactic is to provide the “why” to employees, as simply requiring them to be in the office without a clear purpose can be counterproductive.
2. Clearly define your EVP and what it says about your company
To define your unique EVP, it’s important to ask yourself about the ‘promise' and the 'deal’:
- The Promise: What unique value do you offer prospective employees? What does it mean to work at your company?
- The Deal: How does the reality of working at your company – including pay and benefits, growth opportunities, training and development, and the sense of connection and community – align with the promise you make?
A strong indicator of success is employee sentiment, reflected through platforms like Glassdoor or certifications such as Great Place to Work. Positive feedback not only improves your company’s reputation as a great place to work, but also directly impacts your hiring efforts. Research indicates that companies with robust employer brands can reduce recruitment costs by 50% and experience a 28% increase in retention rates. Additionally, organisations with a strong culture have seen a fourfold increase in revenue growth.
However, overpromising in you EVP and failing to deliver on those promises can lead to employee disappointment, ultimately damaging your company’s reputation in the talent market. A strong, authentic EVP is key to fostering trust and maintaining positive sentiment.
3. Addressing the unique needs of different employee generations
It’s important to understand your own talent pool, and part of that comes down to the different priorities amongst the generations.
Unlike previous generations, Gen Z have largely entered the working place in the remote/hybrid era and are fluent in modern technology. This has shaped their higher expectations around flexibility and seamless digital tools, with poor technical onboarding likely to be a big turnoff. As a result, their approach to work-life balance is different. The mindset sometimes associated with Gen Z isn’t about disengagement; it’s about rethinking traditional work structures.
Younger generations are much more aware of their own mental health, give more importance to how they feel, and are much better at communicating that. Managers need to ensure they can adjust their leadership styles to accommodate these evolving perspectives.
Fundamentally, it’s important to be aware of this as you plan for the future, and how your workforce will adjust over time.
4. Communicate it effectively
Numerous successful companies leverage their EVPs and online presence strategies to create powerful employer brands, allowing potential employees to quickly assess whether the company’s culture and values align with their own. For example, Salesforce prominently features its commitment to equality and sustainability across its careers page and social media channels, attracting like-minded talent. Similarly, Spotify’s Life at Spotify Instagram account shares employee stories, office life as well as creative projects, giving potential hires a peek into their company culture. When thinking about promoting your EVP, the goal should be to evoke an emotional reaction to it, so people know if this is the right kind of place for them or not.
It’s also a good story to tell internally, especially when creating those moments of progress. Bringing your current employees along on the journey and sharing the wins will improve the sense of pride of working for your company and improve retention.
5. Employee advocacy
A strong employee advocacy strategy should extend to external platforms like Glassdoor, where company culture plays a crucial role in shaping perceptions. These platforms are increasingly influential, with 77% of job seekers considering company culture before applying. However, even the most impressive EVPs, can be undermined if their Glassdoor ratings tell a different story.
Work with your current employee base to share their reviews on a public forum, ensuring that public brand perception aligns with employee experiences. Positive Glassdoor reviews attract a larger pool of high-quality applicants, often leading to a shorter time-to-hire and reduced recruitment costs.
To talk to us more about this, please contact Rich Pearce.
Insights
29/04/2025
5 topics your Employee Value Proposition needs to consider
In a recent webinar we hosted as part of our ECI Unlocked series, where we bring together our portfolio leaders to discuss shared challenges and opportunities, we looked into one pillar of growth: the Ideal Customer Profile (ICP).
Hosted by our Commercial Team Partner, Lewis Bantin, we were joined by Dave Kirby, CEO & Founder of Coppett Hill Growth Advisory, and Jon Stead, CRO of ECI portfolio company CMap.
We've distilled the key takeaways on why defining and developing your ICP isn't just a nice-to-have – it’s imperative for growth.
What exactly is an ICP?
Let's start with the basics. Dave Kirby defines it as, "An ideal customer profile is a description of the customers that you'd most like to acquire for your business." It goes beyond simple demographics and delves into the specific characteristics, needs, and challenges of the customers who will derive the most value from your offerings and, in turn, be the most valuable to your business.
Getting your ICP right isn't just about ticking boxes; it's about creating harmony within your organisation. When you have a clear understanding of your ideal customer, Dave explains "The business should feel simpler... Like musicians in tune with each other, there’s clarity and simplicity." This alignment permeates every aspect of your operations, from sales and marketing to product development and customer success.
Conversely, lacking a defined ICP can lead to challenges. Without a clear target, Dave flags "you’ll see sellers ploughing their own furrow, high variability in customer profitability, and difficulty forecasting growth." Resources are spread thin, efforts are diluted, and achieving consistent, predictable results becomes an uphill battle.
Why ICPs matter: the tangible benefits
Investing time and effort in developing a robust ICP yields significant returns:
- Laser-focused efforts: Dave illustrates, "It allows us to customise our product and service, tailor our messaging, and know exactly where and how to find our customers."
- Improved efficiency and ROI: A great ICP leads to higher conversion, shorter sales cycles, better retention, and ultimately, stronger profitability.
- The power of narrowing focus: CRO of CMap, Jon Stead, explains "Once we narrowed down our sectors, that’s when everything clicked. Doing less, but better, has led to our success." Resisting the urge to be everything to everyone can unlock significant growth.
- Strategic reprioritisation: Jon continues, "We aligned the business around just two sectors, two geographies, and a size range, and our team finally had brain space. That laser focus changed everything." Committing to your ICP may require making tough decisions about where to invest your resources.
- Cultivating internal alignment: Jon shared, "Internal culture shifted: The sense of ownership in their sectors changed how we worked together." ICP-based teams can foster a stronger sense of ownership and expertise.
How to define your ICP: A practical approach
- Start with key dimensions: We think about our world principally through three dimensions: sector, size, and geography. These are often foundational elements for B2B ICPs.
- Ensure prospectability: Your ICP dimensions should be prospectable. If you can’t find data on a trait, it shouldn’t be part of your ICP. Focus on attributes that are measurable and accessible through market research, databases, and other data sources
- Tailor your go-to-market strategies: Your ICP is only as good as your ability to engage with it. Different ICPs require different outreach and engagement strategies.
- Align operations with ICPs: Structuring your teams and processes around your ideal customer segments ensures targeted and effective engagement.
- Iteration is key: Your initial ICP might focus on certain targets. However, as you engage with the market, you might discover unmet needs or features that make you adjust your ICP. Iterating allows you to fine-tune your understanding of what truly drives your ideal customers.
Smart targeting with AI: The future of ICP engagement
Tools powered by AI have changed the way ICPs can be identified and targeted. Sophisticated AI tools now autonomously analyse company websites, intelligently categorising them into precise ICP segments. This automation dramatically reduces the resource burden on your team, freeing up valuable time:
- Precision targeting with automated account scoring: Allowing for a more precise approach to the most promising leads.
- Data analysis & insights: Uncover valuable patterns and insights from in-depth data analysis, allowing for highly personalised messaging and a deeper understanding of your target audience.
Key learnings: essential takeaways for having a successful ICP
- The discipline of saying no: Resisting the temptation to chase every opportunity is critical for maintaining focus.
- Effectiveness before efficiency: Initial experimentation and iteration are necessary to refine your ICP and go-to-market strategies.
- Tailoring your approach: Recognise that different ideal customer profiles will require different go-to-market strategies. What works for one segment may not work for another.
Developing a well-defined Ideal Customer Profile is not a one-time exercise but an ongoing strategic process. By understanding who your best customers are, where to find them, and how to best serve them, you can unlock significant efficiencies, drive sustainable growth, and build a more resilient and focused business.
Please reach out to Lewis Bantin in our Commercial Team if you would like to discuss this more, or if you would like to see a copy of the recording.
Insights
24/04/2025
Lewis Bantin
Read Time: Min
Why developing your Ideal Customer Profile is crucial for growth
During our investment in the leading provider of SaaS safeguarding software to schools, CPOMS, the ECI Commercial Team helped them launch new products, create a predictive model to drive sales and deliver a North American internationalisation strategy.
Following on from our investment in 2018, the company experienced significant organic growth, increasing its client base from 6,000 schools to more than 14,000, and significantly increased its international presence, selling to 34 countries.
Here are some key areas of growth over the course of our investment:
Internationalisation
One of the most critical factors in CPOMS growth story was the expansion into US markets. Recognising the potential for growth, the ECI Commercial Team helped develop an internationalisation strategy, led by our North American Growth Specialist, Brett Pentz.
Brett assisted in creating a go-to-market strategy specifically for Canada and the USA. This hands-on support in navigating new markets was instrumental in CPOMS expanding its reach from serving schools in just four countries outside the UK to 34 countries by the time of ECI's exit.
Product innovation and development
Product expansion was one of the key ways in which ECI supported CPOMS. We helped the management team with a customer engagement project through which CPOMS assessed demand for products that complemented its core child safeguarding and wellbeing software. This led to the launch of two additional products: CPOMS StaffSafe, which aims to strengthen governance relating to members of staff, and the CPOMS Engage module, which aids alignment and communication between schools and local authorities.
Leveraging technology and data analytics
Beyond the predictive sales model, ECI supported CPOMS in investing in the underlying technology platform and operational processes to ensure scalability and efficiency. This commitment to technological advancement was a key factor in CPOMS receiving the prestigious Queen's Award for Enterprise in 2020, as well as winning the PEI Operational Excellence award in 2022.
In October 2021, CPOMS was successfully realised to private equity-backed US school safety software provider Raptor Technologies.
Insights
14/04/2025
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Global growth story for safeguarding solutions provider, CPOMS
We're delighted to announce that Neal Griffith has joined ECI as CFO designate.
Neal joins from pan-European private equity firm, Equistone Partners Europe, where he was CFO and Chief Risk Officer, having joined as Group Financial Controller in 2017. Prior to Equistone he was Fund Financial Controller for investment firm, BC Partners. His appointment to CFO will follow the retirement of incumbent, Philip Shuttleworth, at the end of the year, after almost 30 years with ECI.