Business is based on a series of legally binding contracts and obligations between your business and your customers, your suppliers and your employees.

So it goes without saying that your legal advisory team need to be sound technicians when acting on your behalf.

At Progeny Corporate Law we ensure that technical capability is matched by our overriding focus on the commercial value our advice is worth to your business. As a consequence, our business has been built around a complementary suite of advisory services and transactional support solutions to match the challenges faced within businesses, regardless of size or sector, and aimed directly at supporting the owners and decision makers on their journey.

Moving your experience with legal advisors from an event driven, transactional based engagement to one where there is regular and proactive involvement from your own commercially focussed relationship manager, who fully understands your business and what you are wanting to achieve, means that the relationship shifts from being seen as a cost of doing business, to a value adding one.

Case studies

Utilising in house legal counsel to develop a medium term exit strategy

ABC Group has been trading for more than 20 years and has grown through acquisition into a three business, £10m turnover group including a UK market leading position in its main supply and distribution business. With a Group structure and growth strategy in place, the founder now sits as Chairman, the company was looking towards a medium term exit strategy.


Corporate reorganisation driven by family succession planning

A long-established 100% family food retail business. Husband and wife are the shareholders, while their two grown-up daughters are involved in the business in different capacities. The business traded from a combination of freehold and leasehold premises, and was valued at £10m, with a turnover of £12m, and earnings of £1.2m before interest and tax. The business was looking to acquire the freehold of one of the leasehold properties that they had traded in for two years, valued at £1.5m.


Forward succession driven reorganisation

A 20-year-old established firm that is a specialist supplier to the construction industry. Despite its current £5m turnover, the business was a partnership five years ago. Mr A owns the business and has been driving it for the past 12 years, with a four-man senior team over much of that time. The owner’s daughter works in the business, but is not expected to be part of any succession team.


Commercial property driven proposed reorganisation

Mr B had no cash contributions as any extra funds were invested into additional stock. Furthermore, the banks’ attitude to transactional lending had changed and they would not support the business or consider the proposition on investment criteria.