How the work is structured
Mohala is a commercial growth advisory led by Aidan Corbishley, working with owners and leaders of UK IT, MSP and tech firms.
The work is built around one principle: understand what’s actually shaping your growth before acting on it, because effort and money spent on the wrong problem is the most expensive mistake a growing firm makes. So every engagement starts small and diagnostic, and what follows is decided by the evidence and by you. Nothing here commits you to anything beyond the step you’re taking.
The seven things that shape growth
Whether the question is why growth isn’t what it should be, or how a business that’s already doing well grows faster, the answer sits in the same seven places:
whether there’s a real plan for how the growth number gets hit, or just the target; whether a client could say why they’d choose you over the rest; how reliably new business arrives, and how much of that depends on referrals or one or two individuals; whether the commercial leadership beneath you is strong enough to carry the plan; the discipline behind pricing, margin and what gets sold; the quality and resilience of the revenue you already have; and how much of the whole thing still rests on you, and what that means for what the business would be worth.
Every piece of work below looks at the same seven places. What changes is the depth of the evidence, and how far we go in acting on what it shows.
How the number is actually delivered
What sets growth up, usually where the answer is
Whether the people and plans match the ambition
What carries it, usually where the effort goes
How repeatable the revenue is, and who it rests on
What it’s worth, usually what gets measured
Growth is constrained by the weakest link.
See where you stand
The Commercial Growth Healthcheck is the natural first step, at no charge and before any fee changes hands. Twenty-one questions across the seven areas, about an hour, which I take you through myself, with your leadership team alongside you if you want them there. You get back a short written view: where your growth looks solid, where it looks exposed, and which of the seven areas are worth examining in more depth.
It’s honest about what it is. An hour of your own answers can’t diagnose a business, and it doesn’t pretend to. What it can do is surface the areas worth exploring further, particularly those that come up time and again in firms focused on growth. A self-assessment can only reflect what you believe to be true; testing that against the evidence, your real numbers and your people, is what the Review below is for.
Get to what’s really going on
The Commercial Growth Review answers the question that matters most before you change anything: where would effort and investment make the most difference to your growth? For a business that’s growing and wants more, that means seeing where the headroom is and what would open it up. For a business where growth has slowed, it means finding the real reason before money is spent on the wrong fix. Either way, the answer is grounded in your numbers and time with your people rather than in opinion.
Before we start, you share a short set of figures, the ones you can readily pull, and I’ll have read them before I arrive. I then spend a day inside the business: the morning with you, the afternoon with two or three of the people closest to how work is won and delivered, and a short session at the end of the day so nothing that follows comes as a surprise.
What you get back is a prioritised written view across the seven areas: where the business is strong, where the biggest opportunities sit, what stands between you and them, and the moves I’d recommend, in order. It’s written to be used, not filed. We then spend ninety minutes together, with your leadership team in the room if you want them there, working through the findings and what they mean for your plans.
The whole thing takes about two weeks from the day we spend together. The fee is fixed and agreed before we start: £4,000 for most firms in this range, with larger or more complex groups scoped accordingly. And the Review is complete in itself. Many firms take the findings and run with them. Where you want help acting on them, that’s what comes next, but that’s your call, made after you’ve seen the evidence.
Act on what you find
Sometimes the Review points at something that needs more than a set of recommendations: a proposition that needs rebuilding, a way of winning work that needs designing rather than patching, growth that’s being bought at the expense of margin, a direction that needs setting properly. These are defined pieces of work, scoped and agreed up front, where I work alongside you and your team to provide advice or help put the change in place. There are two, each named by the problem it answers.
The Growth Engine acts on what the Review has found. Its shape follows the findings: sometimes one significant change, sometimes several smaller ones, wherever the evidence says the effort will do most for your growth. What stays constant is how it’s done: agreed with you, built with your team, so the gains stay in the business long after the work ends.
The Direction is for a turning point: the next stage needs defining, the market has shifted, an acquisition now has to deliver, or a board or investors are asking for the plan. We settle where to compete, what to offer, what to prioritise and what to stop, worked through with your leadership team so it ends as a direction they own, not a document they received.
Keep senior counsel alongside
Some owners want the counsel to continue once the defined work is done: someone senior who knows the business, isn’t inside its politics, and has sat at the table where these decisions get made. The Advisory Retainer is that: a standing arrangement that keeps me alongside you and your leadership team as the plan plays out, shaped to the size and complexity of the business, agreed together, and reviewed as the need changes. At the larger end this often sits alongside a board or investor agenda.
Working together
I advise, and I work alongside. I’ll tell you plainly what I think, then help you and your team act on it, building the capability into your business.
What I don’t do matters just as much. I don’t take a seat in your delivery, I don’t run your sales team for you, and I don’t carry the number. That stays with you and your team, where it belongs. You’ve built a business that works; my part is to help it go further, whether that’s growing faster, setting the next direction, or working through a specific problem.
And the work stays commercial: growth strategy, proposition, the way work is won, commercial leadership and discipline. Where a problem turns out to live somewhere else, in operations, finance or elsewhere, I’ll say so, and point you to better help than me.
Where to start
Most people start with the Healthcheck; some prefer to just talk. Both start the same way, and both lead to the same place: a clearer picture of your growth, and an honest conversation about whether I can help.
Send me a message →Office
Future Business CentreKing’s Hedges Road
Cambridge
CB4 2HY
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