Gary Jesson


Group MD and co-founder of EFM, with over 30 years of accounting experience.

Gary leads EFM and provide our clients with the trained eye of an experienced Finance Director, raising finance, providing strong discipline and leading companies through difficult periods.


Gary Jesson FCA is the Group MD and co-founder of efm. With over 30 years of accounting experience under his belt, he is ideally placed both to grow the company and provide our clients the eye of an experienced Finance Director.

  • Qualified and worked at Ernst and Young for 20 years including running the Entrepreneur of the Year program
  • Seeing a gap in the market for providing outsourced financial management to SMEs, he left in 2000 to set up e-Financial Management with investor Anthony Biddle
  • As CEO he has grown annual business to over £3m turnover with a team of over 45 people UK Wide
  • Has acted in FD capacity for over 50 clients, raising finance, providing strong discipline and leading companies through difficult periods
  • Also developed a License business using his own success to provide the business model for successful growth and an interim management business

Case Study


Venture Capital


A potential investor needed to validate claims made by client (target) company.


A venture capital investor contacted EFM to provide a financial management diagnostic review ahead of a potential investment in a major social service company that provides professional services to a range of corporate and public sector clients across the UK.


The client needed to validate the target company’s forecasts in the context of the commercial environment of the business, and a review of its trading position to ensure consistency with the forecast model. They also wanted to find out if there were any risks to future growth or any potential working capital issues as the business scales.


EFM conducted a fully comprehensive review on all aspects of the business that could have a material impact on either price negotiation or deal viability. Major recommendations were made following the due diligence process, including adjusting forecasts to reflect current trading activity and the improved current debtor collection profile. It also proposed the re-phasing of the forecast with regards to salary costs and new revenue lines and an update for current plans and actual activity. EFM also recommended increasing the mix of company’s own staff to freelancers wherever possible to improve margin (albeit losing some degree of flexibility, fixing a degree of costs and operationally putting pressure on the team to sell more core staff time) as well as implementing a proper time recording and utilisation system to track own staff and client profitability.


The client was delighted with the extent of the analysis carried out and the quality of recommendations and proposals made. The report significantly exposed several unexplored opportunities and led to an improvement in the terms for our client.

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