Salio
sSALIOScaling without spinning

Grow your business. Grow what it's worth.

Plain-talking, hands-on advisory that turns growth into lasting value.

For founders with £5m–£15m in annual revenue, building a company worth £75m–£300m.

Your value is how far you move your acquirer's needle.

Talk to me

Growing pains

Do these sound familiar?

Every pound of growth costs more than it did, and none of our numbers says why.
Customers expect software to cost less every year, and our features are easier to copy than ever.
I can see what needs to change. Getting the team to act on it is the hard part.

I've been through these, and I know how to move past them.

Wondering if your approach is still relevant?

When your customers can build their own solutions at low cost, why do they need you? Every company now sits in one of three places:

WHICH ACTION DO YOU NEED TO TAKE?

  1. Sharpen

    What you sell still matters. The gains are in pricing, focus and how you sell.

  2. Reshape

    The problem is still real, but what customers will pay you for has moved. Change what you sell, and how.

  3. Rethink

    What you sell is becoming a feature others give away. It needs a radical change, a different plan or an earlier exit.

Most leadership teams are too close to know which they're in.
Finding out honestly is where I start.

Focus where the value is made

The old playbook (grow at any cost, then sell on a multiple) has gone. Buyers now pay for proof: customers who stay and spend more, margin that holds, and a product that's hard to copy. You probably know this. The hard part is getting the whole company to work that way.

Revenue that compounds

Your existing customers find more reasons to pay you each year, so every year starts higher than the last.

A product that proves itself

Customers see value they couldn't cheaply build in-house, before they ever need to speak to sales.

Self-sustaining growth

Each new customer quickly earns back what it cost to win, so growth funds the next stage, not your next raise.

A sales process buyers can follow

Most buyers decide before they talk to you, so the way you sell is designed and repeatable, not improvised deal by deal.

Sales, marketing and product on one plan

One view of the customer, the pipeline and the roadmap, so the three reinforce each other instead of competing.

Leading indicators across the whole company

From what the company is worth down to the numbers each team moves each week, so effort goes where it counts.

EXIT-READY, EARLY

The decisions that make a sale easier, and worth more, are made years before it.

Start two to three years out. Each area is tested the way a buyer's due diligence would test it.

  • Dependence on youCould the company run, and sell, without its founder in every decision?
  • Financial clarityRevenue, margin and cash that a buyer can read and trust.
  • Leadership depthA team that stays, and that a buyer wants to keep.
  • The product and its storyWhy it wins, what it owns, and where it goes next.
Blair Robertson
BLAIR ROBERTSON
PRINCIPAL

EXPERIENCE

Advice from someone who has done it

You work directly with Blair Robertson, Salio's principal. Not a slide‑writing consultant. I work with your leadership team, not just you, so the change sticks.

Blair on LinkedIn →

From zero to $250m

Helped grow TVSquared from four people in a kitchen to a completed sale, signed at $250m.

Leadership at scale

Multiple C-Level roles at global technology companies, responsible for hundreds of millions in annual product revenue.

All the hats

Sales, customer success, data science, operations, product and engineering. Blair has run them all, so the advice fits how your whole company works.

Across domains

Over 100 companies advised, in capital markets, retail banking, high tech, retail, direct‑to‑consumer, ad tech and martech.

Complex problems don't need complicated processes. They need clear goals, finely tuned constraints, and systems that learn, adapt and return value rather than consume it.

HOW I THINK

Principles that raise what your company is worth

Clarity over control. Decisions are made close to the work, with clear decision rights, so they don't queue up waiting for you.

Evidence over opinion. Test, measure and adapt in small steps, rather than betting the year on a plan.

Open books. Your numbers and your reasoning are visible to the people who need them, so nothing in due diligence comes as a surprise.

A company that runs without you. The less it depends on its founder, the more it's worth: to you now, and to a buyer later.

APPROACH

Start with a conversation, then go as deep as it takes

  1. STEP 1

    Intro conversation

    Where you are, where you want to get to, and what's in the way.

  2. STEP 2

    Pains & gains workshop

    One session with your leadership team: what each of you sees as the biggest problems and opportunities, what is really causing them, and what would change if they were gone, and which of the three you're in. Often the first time the team sees where they disagree.

  3. STEP 3

    Engage the way that fits

    • RetainedA monthly fee for ongoing advice and hands‑on help.
    • FocusedA fixed fee for a defined scope and duration.
    • Exit-focusedA retainer plus a bonus tied to the value you build.

CONTACT

Let's talk about where you're heading

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