Stuart Goodwin
People

Stuart Goodman

Head of Corporate Finance

Mergers & acquisitions; fundraising; private equity; strategic advice for family-owned and entrepreneurial businesses.

Experience

Stuart focusses on family-owned and entrepreneurial businesses, supporting them through the process of raising finance or selling their business.

Prior to joining the corporate finance team, Stuart worked in an assurance and advisory role, which included supporting a number of clients in both the UK and overseas in acquisition transactions and IPOs. Stuart has also worked as the group financial controller of a Lloyds of London insurance group and as the acting group financial controller of a Middle Eastern-based hotel group. Stuart has a BSc in Mathematics from Imperial College.

Notable client work & achievements

Recent assignments include:

  • the sale of Millbrook Healthcare, a nationwide provider of equipment, assessment and home-based services, to private equity investor Cairngorm Capital;
  • the cross-border sale of Amberley Adhesive Labels, a UK manufacturer of high quality and innovative self-adhesive labelling solutions, to Coveris, a leading Europe packaging manufacturer backed by Sun Capital Partners;
  • the sale of Floranova, a specialist breeder and supplier of flower seeds, to Chinese-owned Swiss-based Syngenta International AG; and
  • the sale of Market Data Services Limited, a leader in Technology Expense Management software (TEM), to US private equity investor Sumeru Equity.
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The Business Owners Sentiment Survey

Find out how British business owners are harnessing AI, what's hitting employment and what they hope and fear from the Autumn Budget in the BOSS report 2026. Read the executive summary and download the full report.

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The IPO readiness trap: Preparing to list without losing momentum

IPO readiness projects, when conducted well, serve a dual purpose of preparing a group to both navigate the IPO process successfully and then succeed as a publicly owned group. But how do organisations ensure IPO readiness is appropriately prioritised, without compromising the group’s ability to focus on what made it successful in the first place?

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