An example of the packaged company deal
Nine business assets in every company package.
FINTRADA is your example.
Every packaged deal includes the nine core business assets below: company incorporation and banking support, website, portal, app, Blueprint, marketing, business development, funding and exit strategies. FINTRADA illustrates how these fit together. The company-specific functions, development stages, rights and acceptance criteria are confirmed in your signed specification.
Limited company and business banking
Company incorporation arrangements and support with a business bank application. Registration and account opening require the relevant checks and provider approval. Any third-party fees and allowances are specified before engagement.
FINTRADA website
A branded website explaining the offer, building enquiries and supporting the customer journey. Your schedule confirms pages, copy, hosting, integrations, domain arrangements and rights.
FINTRADA portal
A customer and operator workspace for onboarding, documents, tasks, progress and messages. Roles, working functions, data protection and integrations are defined in the agreed specification.
FINTRADA app
An app deliverable to the agreed functional specification. Your schedule confirms platform, screens, development stage, integrations, publication requirements and ongoing services.
AI Venture Blueprint
A company-specific commercial and development blueprint covering the customer problem, proposition, business model, validation, operating requirements, milestones and financial assumptions.
Marketing strategy
Target audience, positioning, offer, channel priorities, first campaigns and measurement. Advertising spend and ongoing campaign management are identified separately.
Business development strategy
Priority partner types, outreach approach, referral opportunities, sales pipeline and follow-up process. A practical plan for turning relevant conversations into customers.
Funding strategy
A costed plan connecting your capital requirement, use of funds, development stages, launch milestones and suitable funding routes. It can include budgets for agentic AI agents, product development, integrations, marketing, specialist support and working capital, where relevant to your venture. We identify readiness gaps and the evidence needed to approach funders. The roadmap can assess suitable early-stage and later growth rounds. Agent development and fundraising execution are separately scoped; a funding strategy does not include the capital or guarantee funding or SEIS/EIS eligibility.
Exit strategy
Potential buyer categories, strategic positioning, transferable assets and the commercial evidence needed for a future sale. A roadmap for building value, with exit timing and valuation subject to future performance.
A funding strategy built around your company
Plan the capital.
Build the capabilities.
Fund the next stage.
A strong opportunity needs a credible plan for paying for development, reaching customers and growing. AiGM’s funding strategy connects the business you want to build with the capital, evidence and milestones each stage could require.
Every funding strategy is tailor-made. Raise sizes, timing, investor types and the mix of equity, founder capital, grants or lending vary with the opportunity, sector, eligibility, traction and founder objectives. The aim is to identify suitable capital for the next commercial milestone.
What your strategy can cover
- Capital requirement, cash runway and a staged use-of-funds budget.
- Product development, agentic AI agents, integrations, testing and implementation.
- Marketing, customer acquisition, people, specialist support and working capital.
- Funding routes, investor fit, eligibility checks and advance-assurance considerations.
- Financial assumptions, valuation scenarios, ownership dilution and milestones for the next raise.
- Readiness gaps and the pitch, financial model and evidence needed for investor discussions.
Illustrative early-stage plan
£50,000 pre-SEIS
+ £200,000 SEIS
= £250,000 total.
The first £50,000 could support validation and an initial product; the following £200,000 could support further development, agreed agents and market entry. These are example planning amounts, not a fixed package or commitment from investors.
“Pre-SEIS” is a timing label. Its tax treatment depends on the instrument and share issue. If that initial £50,000 ultimately qualifies under SEIS, it uses part of the company’s £250,000 SEIS limit. Otherwise, the example contains £200,000 of SEIS funding plus £50,000 of separately structured capital. Advice is needed before agreeing the sequence or terms.
A potential pathway from first capital to scale.
These are possible stages, not compulsory steps. EIS and SEIS describe tax schemes; Series A, B and later rounds describe financing stages. They may overlap where a round meets the relevant rules.
01 / Pre-SEIS
Prove the opportunity.
Early founder, angel or other capital can fund research, validation and a first product. “Pre-SEIS” is not a standalone HMRC relief and does not automatically make an investment eligible for later SEIS relief.
02 / SEIS
Fund the early build.
The Seed Enterprise Investment Scheme can help qualifying young companies attract seed investors. A company can receive up to £250,000 under SEIS in total, subject to eligibility and applicable aid rules. It is not an annual allowance.
03 / EIS
Support the next growth phase.
The Enterprise Investment Scheme can support eligible companies with development and expansion capital. For most qualifying companies, current relevant-investment limits are £10 million in a rolling 12-month period and £24 million over the company’s lifetime.
Qualifying knowledge-intensive companies can have £20 million annual and £40 million lifetime limits. These are aggregate relevant risk-finance limits, not an additional allowance for each round; prior qualifying investments count. Lower limits remain for specified Northern Ireland companies: £5 million annual / £12 million lifetime, or £10 million / £20 million for knowledge-intensive companies. Other eligibility tests also apply.
04 / VC · Series A
Scale a model with evidence.
Institutional venture investors typically look for a credible team, customer traction and a business model capable of substantial growth. A Series A round can fund product depth, sales capacity and expansion.
05 / VC · Series B, C, D and beyond
Finance larger ambitions.
Later rounds can support market expansion, infrastructure, acquisitions or international growth. Conventional VC has no universal SEIS/EIS-style statutory fundraising ceiling. The achievable amount depends on investor mandates, evidence, valuation, dilution and agreed terms. Any tax-relieved portion still has to meet its scheme limits.
Why SEIS and EIS can attract investors.
SEIS investor reliefs
Eligible investors may claim 50% Income Tax relief on qualifying investments of up to £200,000 per tax year, limited by their tax liability. Potential benefits also include CGT exemption on qualifying share gains, relief on 50% of qualifying reinvested gains and eligible loss relief.
EIS investor reliefs
Eligible investors may claim 30% Income Tax relief on up to £1 million per tax year, or £2 million where the required amount is invested in knowledge-intensive companies. Potential benefits include CGT exemption on qualifying share gains, CGT deferral and eligible loss relief.
Reliefs depend on the investor, company, share issue and continuing compliance. Holding periods generally require at least three years; relief can be withdrawn. Tax rules can change. These incentives do not remove investment risk or guarantee investor demand for a particular company.
An established UK investment market.
HMRC’s provisional figures show £1.575 billion raised through EIS and £276 million through SEIS in 2024–25. This demonstrates an active market for eligible opportunities. Individual raises remain competitive: a relevant network, credible proposition and convincing evidence matter.
Where suitable, the strategy can identify relevant investor networks and specialist fundraising partners. Introductions, investor access and execution support are agreed separately; a strategy does not itself secure funding.
Company limits and investor reliefs checked November 2026. Sources: HMRC SEIS company guidance · annual EIS limits · lifetime EIS limits · investor tax reliefs · HMRC market statistics · equity funding stages.
An exit strategy built around your ambitions
Build a company worth owning.
And one someone else
could want to buy.
Your company could create income, long-term wealth or the opportunity for a significant future sale. The right strategy starts with what you want: a complete exit, some cash out while you keep building, a succession plan, or access to public capital.
AiGM helps you build with those options in mind. We connect your intended outcome with the business model, technology, ownership, financial evidence and management capabilities a future buyer or investor would need to see.
Different ambitions. Different routes.
01 / Strategic trade sale
Become valuable to a bigger player.
A competitor, platform or industry group may value access to your customers, technology, team or market position. The strategy asks who could benefit from owning your business, why it fits their priorities and what evidence would make that case compelling.
For a relevant property-technology venture, a group such as Rightmove could be one research candidate. Rightmove’s acquisition of HomeViews illustrates activity in adjacent property services. It does not establish interest in any AiGM venture.
02 / Full or partial equity sale
Take some value off the table.
A private equity investor, family office or other buyer may acquire all or part of a company. A partial sale can release some founder value while retaining an ownership stake. The outcome depends on the terms, including any reinvestment, future control and ongoing management role.
03 / Management buyout
Hand over to the team.
An established management team may buy the business, subject to finance and agreed terms. We can assess the commercial readiness of this route: management depth, reliable cash generation, a credible succession plan and the transition away from founder dependence.
04 / Succession or employee ownership
Choose who carries it forward.
A family succession or an employee-ownership structure may fit owners who prioritise continuity and legacy. We help compare the commercial implications; specialist advisers assess legal structure, funding and tax eligibility before implementation.
05 / Merger or buy-and-build
Join forces before a later exit.
Combining complementary businesses may create a broader offer, stronger distribution or a more attractive acquisition target. The strategy tests integration, ownership, economics and what a larger group could achieve. A merger may defer liquidity rather than deliver an immediate cash exit.
06 / IPO or public-market admission
Explore a public future.
An IPO can provide growth capital, a wider shareholder base and a potential route to partial shareholder liquidity. It is usually a new stage in the company’s development, rather than an immediate full founder exit. Lock-ins, trading liquidity and market conditions affect when shares can be sold.
Think beyond the largest stock-market names
“We’re too small for an IPO.”
Have you explored the right market?
If your picture of an IPO is a major NYSE or London Main Market flotation, it is understandable to assume the route is out of reach. Public markets also include growth-company venues, with admission frameworks designed for a different stage of business.
Nasdaq First North, Sweden
Nasdaq First North Growth Market includes a Swedish venue and forms part of Nasdaq’s Nordic and Baltic growth-market offering. It serves growth companies seeking public capital and visibility. It is an SME growth market, distinct from Nasdaq’s regulated Main Market.
Applicants need to meet the applicable admission requirements and appoint a Nasdaq-approved Certified Adviser, retained throughout their time on the market. Governance, financial information, organisation, disclosure and investor interest all matter.
London has growth-market options too.
AIM, operated by the London Stock Exchange, is designed for small and medium-sized growth companies. It requires a nominated adviser and appropriate preparation, reporting and continuing compliance.
The useful question is which venue, investor base and cost structure fit your business, if any. A smaller-company market is not an automatic or inexpensive route to a flotation.
Size alone should not end the conversation. Readiness, a credible growth story, investor demand and the economics of becoming a public company are decisive. Admission fees, advisers, audit, governance, disclosure and ongoing investor relations must all be budgeted.
How AiGM helps you prepare.
Choose a route that fits you.
- Clarify your desired proceeds, timing, control and future involvement.
- Compare sale, succession, partial liquidity and public-market scenarios.
- Research buyer categories and their potential strategic rationale.
- Test valuation assumptions, dilution and headline value versus potential net proceeds with your advisers.
Build the evidence behind the ambition.
- Plan recurring revenue, margins, retention and transferable customer relationships.
- Identify founder dependence, IP ownership and documentation gaps.
- Develop a roadmap for reporting, management depth and a transaction-ready information set.
- Coordinate agreed commercial preparation with the relevant corporate-finance, legal, tax and listing specialists.
Whether your best fit is a strategic sale, a management handover, a staged exit or a future IPO, the strategy is tailored to your company. You can also choose to retain ownership and build a stronger income-producing business. We review the options as evidence and circumstances develop.
The nine-asset package includes an exit strategy within the agreed scope. Transaction execution, buyer approaches, valuations, legal and tax advice, listing work and specialist fees are separately scoped. AiGM’s commercial preparation does not replace authorised advice or the advisers required by a particular market. No buyer interest, valuation, admission, liquidity or sale is guaranteed.
Sources: British Business Bank: sale routes · investor exits · Nasdaq First North · London Stock Exchange: AIM · Rightmove: HomeViews acquisition.
Traditional to Tech
Acquire an established business.
Build its technology-led future.
You don’t always need to start a new company to transform an industry. Sometimes, the opportunity is to acquire a traditional business and reinvent how it works.
An established company may already have customers, revenue, relationships and a recognised position in its market. Your opportunity is to combine those foundations with AiGM’s commercial strategies, AI capabilities and technology development.
Traditional property business→PropTech company
The ambition is to create a more efficient, scalable company with a stronger customer proposition and greater potential value.
Find the business. Shape the opportunity.
Build the transformation.
01Identify the right acquisition.
Source a traditional business in an industry you understand. Look for established customer demand, credible trading performance and opportunities to improve its service, costs or business model.
02Explore a workable acquisition structure.
Depending on the opportunity, this could involve acquisition finance, seller finance, deferred consideration or a combination of funding sources. In suitable circumstances, a structure may require little or no upfront purchase-price contribution from the buyer.
03Develop your Traditional to Tech strategy.
AiGM can help define the commercial model, customer experience, digital platforms, integrations and agentic AI capabilities that could transform the business. We prioritise development around measurable commercial benefits.
04Build towards growth and future value.
Connect the transformation plan with customer acquisition, funding requirements and potential exit routes. The objective is a stronger business with capabilities that customers value and future buyers could find attractive.
How AiGM can help
We can help assess the transformation opportunity, develop your commercial and technology roadmap, and connect development priorities with funding and exit planning. Acquisition advice and execution would be coordinated with appropriate legal, accounting and finance specialists.
Bring your industry knowledge. Find an established opportunity. Explore what it could become with AiGM.
Every acquisition requires due diligence and a viable funding structure. “No money down” does not mean no costs, debt or risk: fees, working capital, security or guarantees may still be required. Acquisition support, technology development and AI agents are separately scoped and priced.
Joint ventures with AiGM
Exceptional opportunities.
Shared ambition.
In selected circumstances, AiGM enters into joint ventures with people who bring something exceptional to the opportunity.
That could be deep industry expertise, established customer relationships, access to a compelling market, distinctive intellectual property or an existing business with significant transformation potential.
You bring the industry knowledge and commercial opportunity. AiGM could contribute agreed commercial strategy, venture-development expertise and AI capabilities. Together, we assess whether a jointly developed business offers a compelling opportunity for both parties.
What makes an opportunity suitable?
We look for a clear customer problem, credible evidence of demand, complementary capabilities and a committed partner able to help build and operate the business.
A strong joint venture also needs aligned objectives and a practical agreement on who contributes what, how development is funded, and how decisions and responsibilities are shared.
A selective partnership,
agreed individually.
Joint ventures are considered case by case. They are not an automatic alternative to our paid company packages, and do not imply free development or a commitment by AiGM to provide funding.
Any proposal would define contributions, ownership, intellectual property, costs, responsibilities, milestones and exit arrangements before work begins.
If you bring an exceptional opportunity and the commitment to help build it, we would welcome an initial conversation.
Optional development / Beyond the nine business assets
Build the AI workforce
behind your company.
AiGM can design and develop specialist agentic AI agents around your company’s customers, processes and commercial model. These agents can use approved information and connected systems to carry out defined tasks, coordinate workflows and pass exceptions to your team.
Potential applications include enquiry qualification, customer onboarding, document collection, quotation preparation, marketing follow-up, task coordination and management reporting. Each build defines what agents can do, which actions require approval and when a person takes over.
Plan the agents. Build after funding.
For many ventures, agent development would follow receipt of the required funding. We can map the proposed agents, priorities, development stages and estimated costs into your funding strategy and use-of-funds plan, so the raise reflects the company you intend to build.
Want agents from the outset?
Commission an initial agent or a defined set of workflows as a separately priced addition. We agree the specification, integrations, safeguards, testing, payment terms and ongoing costs before development begins.
Agent builds are optional extras and are not included in the nine-asset company package. Your written proposal separates the package scope from additional development, implementation and ongoing services.
An existing foundation. A company that fits you.
You do not have to start from a blank page.
For example, you might like FINTRADA’s professional-firm workflow but want it shaped for a particular sector, a different customer journey or your own brand. We assess which parts can be reused and which need changing before agreeing the package.
1. Choose your starting package
Browse the packaged deals above and select the one closest to your opportunity.
2. Tell us what needs to change
Describe your industry, experience, audience and circumstances. We can scope changes to branding, positioning, commercial model, digital workflows and strategies.
3. Agree your personalised package
Your proposal identifies retained and new work, development stages, rights or licences, any exclusivity, delivery milestones, total price and your responsibilities.
Personalisation adapts a listed package. Tailor-made creation begins with your own opportunity. A brand change does not automatically include a new product build or exclusive ownership of reusable technology.
Shared pricing / All standard company packages
One standard package price.
Two ways to pay.
The following pricing applies to every standard company package listed for sale above, including the nine business assets within the agreed scope. Choose your company, then choose the payment option that suits you. Personalisation, bespoke development and optional extras are quoted separately before commitment.
Spread your initial fee.
£950 per month × 5£950 on engagement, then four monthly payments. A further £4,750 is payable on receipt of agreed funding.
Total standard package fee: £9,500.
Save with one initial payment.
£4,250 on engagementPay the initial portion in one payment and save £500. A further £4,750 is payable on receipt of agreed funding.
Total discounted package fee: £9,000.
All amounts exclude VAT where applicable. Starting prices cover an agreed standard scope. Monthly payments remain due on their agreed dates and may overlap with the funding payment. Personalisation and work beyond the standard scope are quoted before commitment. Payment options are subject to agreed written terms and suitability for the contracting business.
Funding is not guaranteed. Your proposal defines the funding trigger, treatment of partial, delayed or unsuccessful funding, delivery stages, client responsibilities and further development, third-party and operating costs. Company formation and banking are subject to checks and provider approval.
The images are illustrative samples of the deliverables, not evidence of an existing company registration, bank account or completed production software. Your signed schedule confirms what already exists, what AiGM will deliver, acceptance milestones, third-party and operating costs, and arrangements if funding is delayed or not secured.
The thinking behind the business assets
The matrices support the strategy.
These three matrices are examples from AiGM’s wider proprietary venture-creation system, not the complete collection. The system connects opportunity assessment, validation, AI capability, marketing, risk, growth, funding, business value and exit planning. Your company-specific analysis draws on the relevant matrices within the agreed scope.
Go-to-Market Matrix
Connect the customer, offer, channel and commercial economics behind the marketing and business development plans.
Funding Opportunity Matrix
Assess the company profile, funding requirement, eligibility and potential capital routes.
Exit Opportunity Matrix
Examine buyer fit, strategic value and the evidence a future buyer could require.
What you need to know
A clear view of
every opportunity.
What will my agreement include?
Each proposal identifies services, assets and technology licences, together with scope, exclusivity and ongoing charges. Any share transaction requires a separately assessed legal and regulatory route.
Do ventures already have customers?
Some opportunities may be pre-revenue. Each proposal should identify actual trading evidence, working functionality and assumptions separately.
Can I partner with AiGM?
Operational collaborations are assessed individually. Any equity arrangement requires a separately assessed legal and regulatory route before it is promoted or arranged.
How does the funding strategy work?
We map the uses of funds to development and launch milestones, then assess suitable routes such as founder capital, grants, lending or equity where appropriate. The plan identifies eligibility, evidence gaps, likely costs, timing and dilution. A target raise is an assessment, not a funding commitment. Specialist advice and any regulated activity require the appropriate providers and legal route.
How do you plan for a future exit?
We identify plausible buyer types and the evidence that could make a business attractive: customer demand, recurring income, margins, transferable intellectual property, documented operations and reliable reporting. The roadmap can consider strategic acquisition, management succession or continued ownership. Buyer names are research hypotheses, not expressions of interest. A sale, timing, valuation or multiple cannot be promised.
What further investment is required?
Your proposal will identify the purchase or engagement fee, development scope, operating costs and additional launch funding required.
What happens when you proceed?
Receive your proposal, deliverables schedule, terms and payment arrangements before payment. Accept the agreement, then receive your invoice or payment receipt, signed copy, onboarding questionnaire, project plan and kickoff arrangements. Delivery and any funding-dependent balance follow the agreed contract.
This is a business development service. It is not an offer of investment, a promise of fundraising or a guaranteed profitable business. Legal obligations depend on the actual transaction and activities.