Faith Guest is Managing Director of Tools of the Trade, a specialist distributor of hand tools, power tools, accessories, and personal protective equipment. As a second-generation family business founded in 1989, it has built a reputation for sourcing high-quality products from specialist manufacturers across Europe and beyond, bringing them to the UK market through an extensive network of retailers, wholesalers, and stockists.

Today, the business manages a portfolio of 16 brands, including two that it owns outright, and continues to expand its reach both in the UK and internationally. With approximately £4.2 million in revenue and a team of 19 people, Tools of the Trade had reached a point where the complexity of the business demanded a stronger financial perspective.

Like many successful owner-managed businesses, Tools of the Trade had robust financial processes in place and an experienced finance team. What it lacked was the strategic financial insight needed to support future growth.

Faith, along with the rest of the leadership team, faced several challenges:

• Financial reporting was highly detailed but difficult to interpret.
• Forecasting future performance felt almost impossible.
• Profitability appeared inconsistent despite stable operations.
• Foreign exchange movements were having a significant impact on results.
• The business was preparing for a complex family shareholding restructure.
• Strategic decisions were being made without the confidence that comes from clear forward-looking financial visibility.

“We had a lot of information in terms of spreadsheets, data and reports, but a clear lack of commentary. You couldn’t see the woods for the trees.”

At board level, conversations were often dominated by reviewing historic figures rather than discussing the future.

“We were all pulling our hair out at various points.”

Faith and the senior management team knew they needed support, but not a full-time Finance Director.

Their existing accountant was excellent at reporting on the past, but they needed someone who could help them understand the future.

A recommendation through a trusted peer network led them to Tectona Partnership.

What stood out immediately was the flexibility of the model and the practical approach.

“We thought the costs could escalate quickly, but with Tectona it was clear what we were getting, what it would cost, and how we could use it as much or as little as we needed.”

Following an introduction, Tectona matched the business with Finance Director Redvers (Red) Best, who quickly immersed himself in the numbers and the challenges facing the business.

After reviewing management accounts, forecasts, and historical financial information, Red identified that the underlying business was stronger than the leadership team believed. The issue was not inaccurate reporting, it was interpretation.

“Fundamentally, our management information was right. We just weren’t getting the clarity we needed from it.” Says Faith.

Working closely with the board and Head of Finance, Red focused on three key areas:

Better Forecasting

Tectona introduced a sophisticated forecasting model capable of projecting performance over four years, allowing the leadership team to test different scenarios and make more informed decisions.

“We were trying to forecast three months ahead and struggling. To be able to look four years ahead felt astronomical.”

Simplified Reporting

Board-level reporting was streamlined to focus on the information that actually mattered. Instead of pages of transactional detail, the board began receiving meaningful commentary and clear recommendations.

“What board members want to see is what the information means to the business and what decisions need to be made.”

Greater Cashflow Visibility

One particular concern centred around a perceived future cash shortage. Through better modelling and analysis, Tectona demonstrated that the business was not facing the crisis that management had feared. By adjusting purchasing schedules and improving visibility over working capital, the issue was resolved without the need for additional funding.

Perhaps the greatest benefit was not a specific financial intervention but a shift in confidence. The board gained a much clearer understanding of the health of the business and its future options.

“We were concerned the business was on a downward trajectory. Red came back and said the business is solid.”

Instead of spending board meetings analysing historical figures line by line, the leadership team could focus on strategic decisions.

“Now we know before the meeting what the important issues are and what decisions we need to discuss.”

The engagement also strengthened the finance function itself, helping the Head of Finance better understand the information required at board level and how to communicate it effectively.

“It’s definitely given us more confidence, more clarity, and helped us look forward rather than backwards.”

If your business is growing and you need greater clarity, confidence, and control over your financial future, Tectona Partnership provides experienced part-time CFO and Finance Director support to help you scale with certainty.

If you’d like to explore what that could look like in practice, a short, informal conversation with Tectona can often surface insights long before any commitment is made. Email mark.nicholls@tectonapartnership.com and we’ll call you back within 48 hours to have a free, no-obligation conversation to understand your needs and advise you of the best course of action.