Our Strategy
Our Medium-Term Aspiration
To become a top-10 UK accounting and professional services firm, generating £500m+ annualised revenue.
To deliver on that ambition and beyond, we will grow organically, pursue disciplined, high-quality acquisitions, and make targeted technology investments that enhance quality and efficiency.
Organic Growth
We are focused on building on existing business and winning new clients across our core service lines and sectors.
Key priorities include:
Key priorities include:
Targeting new and larger Public Interest Entity (PIE) audit clients, and more owner-managed and high-net-worth clients, which tend to generate higher recurring revenues.
Broadening our advisory and outsourcing capabilities (for example, adding digital consultancy, ESG advice, and growing the Wealth Management division) to deepen client relationships and diversify revenue streams.
Encouraging clients to use multiple MHA services. Already, more than half of our clients purchase multiple service lines. This integrated approach increases client loyalty and the overall value of each relationship.
Recruiting and retaining experienced partners and colleagues to scale capacity, and investing in efficient processes. By hiring the right people and upgrading systems, we improve productivity and service quality.
Strategic Acquisitions
Selective M&A is a core pillar of our strategy.
We have a proven track record of integrating acquisitions to scale the business. We target transactions that complement our culture and strengthen existing operations. Our approach includes:
Targeted acquisitions
Taking advantage of a fragmented market of high-quality firms.
MHA has already completed multiple bolt-on deals and believes many more acquisition opportunities exist.
Focused UK bolt-ons
Pursuing small-scale “bolt-on” acquisitions to build out key regions (e.g. Scotland, North East and South West).
We integrate acquired partners and teams into our local offices, which raises revenue per office and retains our culture.
International growth
Leveraging the Baker Tilly International network for cross-border deals. We are exploring acquisitions of like-minded firms in Europe (and beyond) to extend our international reach.
We will target firms that often share our culture and practices, these deals can proceed with relatively low integration risk.
Each acquisition is rigorously evaluated for strategic fit and financial return. We plan to use a disciplined mix of cash and shares (with equity incentives) to preserve capital and align interests.
These acquisitive inorganic growth efforts – together with our organic initiatives – position MHA to capture long-term value from a growing demand for multi-disciplinary advisers and expanding capabilities where clients need us most
Technology & Innovation
Technology investment underpins both our organic and M&A strategies. We are exploring new systems and adopting digital tools to enhance efficiency, quality and insight.
Key focus areas include:
- Workflow automation: Implementing systems to automate routine processes (e.g. client onboarding, compliance checks, data entry). This reduces manual effort and allows teams to focus on higher-value tasks.
- Data analytics & AI: Building modern data architecture and analytics platforms (such as dashboards) to extract insights and identify opportunities. For example, we use analytics to surface cross-sell leads across our divisions. We are also piloting generative AI tools for tasks like audit sampling, research and report writing to improve speed and consistency.
- Disciplined investment: All technology projects follow a strict ROI-driven framework. MHA ensures each digital investment clearly enhances productivity, risk management or client service.
By applying technology to boost productivity and insight, MHA aims to improve margins and client outcomes over time. This focus on digital innovation, combined with our service and sector-led strategy, creates a sustainable competitive advantage.
