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The Businesses We Work Inside

We do not claim portfolio heritage we do not have. The companies we work inside share the profile of yours: B2B services, founder-led or investor-backed, selling expertise to buyers who take their time.

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Maarten JonckersDaniel AntonowiczDavid EalesMike MeyrickRichard Harris

Trusted by Recruitment Agencies Across the UK

The Honest Starting Point

The companies we work inside share the profile of your portfolio companies.

We do not claim portfolio heritage we do not have. What we have is years inside independent B2B services businesses: founder-led or investor-backed, selling expertise to careful buyers, carrying the same three gaps, often with an exit or a step-change on the horizon. Same positioning conversations. Same attribution arguments. Same diligence-readiness problem.

The Three Sectors

What Each One Needs From Marketing

  1. Consulting and Advisory

    Expertise that outruns the story.

    The partners sell in the room; the website and the deck undersell between rooms. The work: positioning rebuilt around the buyer's problem, evidence assets drawn from real engagements, and a site that reads like the firm sounds at its best.

  2. Technology Services

    Recurring revenue, buried under features.

    Strong retention and expansion numbers hidden behind a spec sheet. The work: problem-led positioning, one simple attribution model that shows which channels produced the pipeline, and case studies that translate usage into commercial outcomes.

  3. Search and Executive Search

    Reputation is the product.

    Long, relationship-led cycles where buyers research for months before they reply. The work: credibility-led brand, content and outreach calibrated to how clients actually choose a firm. This is the sector Limivex was built on.

The Hold Period

Where the Work Sits

The same three gaps matter at every stage. What changes is which one is costing the most.

Entry and Year One

Positioning and message hierarchy

The story the value creation plan needs the market to believe, rebuilt around the buyer's problem and the commercial outcome.

Mid-Hold

The demand engine

Pipeline tracked to closed revenue, one simple attribution model, and marketing metrics translated into board language.

18 to 24 Months Before Exit

Diligence readiness

Message hierarchy, proof assets, case studies and a site that matches the business a buyer is pricing.

The Field Guide

See the Three Gaps These Businesses Share

Positioning that describes the service instead of the buyer's problem. Reporting that shows activity instead of revenue. A brand that undersells the business at diligence. Read the framework your portfolio companies will be measured against.

Portfolio Company FAQ

Questions About the Businesses We Work Inside

Daniel Hill, Founder of Limivex

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B2B services businesses, founder-led or investor-backed, that sell expertise into buying committees that take their time. Three sectors share that profile: consulting and advisory, technology services, and search and executive search. The work transfers across all three.

Because the profile is the same. We do not claim portfolio heritage we do not have. What we have is years inside independent B2B services businesses that are founder-led or investor-backed, sell expertise to careful buyers and often have an exit or a step-change on the horizon. The positioning conversations, the attribution arguments and the diligence-readiness problem are the same ones your portfolio companies face.

In consulting and advisory firms the expertise outruns the story, so the work is positioning rebuilt around the buyer's problem, evidence assets drawn from real engagements and a site that reads the way the firm sounds at its best. In technology services, strong retention and expansion numbers sit behind a spec sheet, so the work is problem-led positioning, one simple attribution model and case studies that translate usage into commercial outcomes. In search and executive search, reputation is the product, so the work is a credibility-led brand with content and outreach calibrated to how clients choose a firm.

The same three gaps matter at every stage, and what changes is which one costs the most. At entry and in year one it is the positioning and message hierarchy the value creation plan needs the market to believe. Mid-hold it is the demand engine: pipeline tracked to closed revenue and reported in board language. Diligence readiness needs to start 18 to 24 months before exit, because the fixes take two to three quarters to compound into the numbers.

A fractional CMO works inside the company for two to four days a month, alongside its leadership team, with a specialist team delivering behind them. The fee is fixed and monthly on thirty day rolling terms, reporting is board level as standard, and typical engagements run six to twelve months, through exit preparation.

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