From Cold Calling to a Multi-Million Pound Firm
Josh Thomas began his career in a way that many modern entrepreneurs would consider archaic. At 21, he walked from office to office and store to store, suit pressed, knocking on doors to pitch financial advisory services. He lacked a track record. He lacked deep pockets. He only possessed a desire to solve problems for business owners who felt ignored by established firms. Five years after those initial, messy attempts at client acquisition, Thomas & Co International stands as a major player. The company now employs 46 staff and manages a portfolio of 270 business owners. It currently has £112 million worth of live deals on the table.
This rapid growth trajectory caught the attention of Forbes, which named him to their 30 Under 30 list. He also maintains a seat on the Coutts advisory panel. His approach rejects the traditional advisory model, which he describes as a rigid conveyor belt of filing deadlines and box-ticking. He argues that this focus on pure compliance prevents firms from offering real strategic value. Founders want advice on how to grow and protect wealth, not just someone to fill out their paperwork.
The Instagram Strategy and Shifting Trust
Thomas broke with industry norms early on. Instead of printing business cards or paying for space in local newspapers, he turned to social media. His thesis was simple: explain complex financial mechanics in 60-second clips. He bet that by providing value upfront, he could bypass the traditional gatekeeping of the advisory world. This strategy converted passive viewers into paying clients by establishing authority before a contract was ever signed.
He validated this approach at a recent event with a room of 100 people. When asked who had seen his content, 60 per cent of the crowd raised their hands. Every one of those people also indicated they were more likely to hire his firm. This high conversion rate allows him to hire staff ahead of workload, as the client pipeline remains predictable and pre-qualified. He notes that this path requires a high tolerance for discomfort. Conventional wisdom suggests that professional services rely on referral networks, yet he proved that digital transparency is a more effective engine for growth.
Economic Stagnation and the Sale of British Assets
Beyond his firm's success, Thomas tracks a worrying trend in the wider UK economy. British companies are being sold to overseas buyers at the fastest rate in two decades. He attributes this to a vacuum left by domestic pension funds. Decades ago, these funds held roughly half their assets in British companies. Today, that number has dwindled to a few per cent. This retreat of domestic capital has caused asset prices to drop, making British businesses cheap targets for foreign investors with larger budgets.
He argues that the primary issue is a lack of long-term stability. With the frequent turnover of prime ministers and chancellors over the past decade, business owners cannot plan for the future. Constant shifts in tax policy, such as changes to Inheritance Tax and Investors' Relief, create a climate where people fear holding onto assets. Founders no longer build businesses to pass down through generations. Instead, a large portion of the founders he speaks to admit they are building solely to sell.
Future Risks and Opportunities
Technology is further accelerating this exit mindset. With AI disrupting traditional service models, business owners are increasingly anxious about their firm's longevity. They fear that their current offering might become redundant in five years. Consequently, they choose to cash out now rather than face the risk of disruption. When they do decide to sell, the highest bidder is almost always foreign. This drain of assets out of the UK remains a structural problem that tax cuts alone won't solve.
For the economy to recover, Thomas suggests that the focus should be on widening the base of new business formation. We need more innovation and more startups that are encouraged to stay and grow in the UK. However, until founders can see around the corner without the threat of a new levy at every Budget, the flight of assets will likely continue. The next few years will test whether the younger generation of entrepreneurs can reverse this drift or if the trend of selling to foreign interests becomes the permanent reality for British business.