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Success stories
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Jonathon Wright
My first meeting with James Caan typified his dynamic approach to business. A mutual friend had introduced us to see if I could assist James with raising funds to acquire a northern-based recruitment business. I was working in venture capital at the time while James owned and ran Alexander Mann. The meeting lasted 5 hours, I had my car clamped and we decided not to do the deal. It wasn’t a complete waste of time, though, as I came away with an offer from James to be the group managing director of Alexander Mann. Listening to James describe his vision for the company, it became clear that he had great ambition, faith in his own abilities as a leader and motivator as well as, most importantly, passion. Whether to join him or not wasn’t a difficult choice to make.
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David Alberto
I wanted to create a business in the property services sector, where my strategy was to build a business specialising in non-branded serviced offices. I had the plan; I had the expertise and the drive. What I didn’t have was the necessary capital to launch the business. Despite my proven track record in business centres, I was finding it extremely difficult to raise enough start-up money. Then a friend introduced me to James. Despite the fact that the market was going through a difficult time, James was prepared to take the risk and decided to back me. Three and a half years later the business had grown quickly to a successful and profitable company. We had smashed the business plan; our unique approach attracted the attention of the sector’s key players. James and I agreed the time had come to move on and James backed the management buyout to Kenmore Property Group.
James was an ideal partner with an incredible eye for detail. He’s also one of the shrewdest businessmen I’ve ever had the pleasure of working with. Unlike many private equity investors James has the ability to help you strategically develop your business whilst not getting in the way of the entrepreneurial drive that is so important for start up companies.
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Mike O'Flynn
I was introduced to James in 1992 and was struck by how similar our companies’ cultures were. James had achieved significantly more success than I had, so he was clearly someone that I would be able to learn from. In 1993 James invited me to merge my business with his, which seemed a logical step for me to take. Instantly the business was positively affected by James and he played a huge role in helping me to reach my goals. From 1993 the business grew at a phenomenonal rate while, thanks to James’s steadying hand, always making significant profits. This is, obviously, the hardest task for any fast growth company.
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