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This is the narrative to Bob Garrow’s cv. The headline details are on the People Page.
In its first years most of R S Garrow Ltd’s business came from oil service companies. I raised over £1.5m for customers in amounts from £10,000 to £0.5m, including two doubled overdraft facilities, two angel loans and an £80,000 grant. I also created the sale of JACK Scot Equipment Hire to quoted Fife Indmar PLC for a £1m plus tax efficient package. The oil price drop at the end of the 80’s, the oilfield maturing and recession all culled my oil customer base. The business moved on to creating a PC computer system for a manufacturer which gained control of expensive material and improved productivity by more than two thirds. Another PC centred system for a mushroom farmer computed piecework payments for ninety pickers and measured crops obtained in total and from each growing room allowing optimisation of cultivation inputs and techniques. For Aberdeen University School of Agriculture and UKASTA I presented a paper on the finances of the Compound Animal Feeds industry at their Coventry conference. In late 1993 R S G Ltd supplied me on a part time basis as Compliance Officer in the start up team which set up SFM Investment Management Limited, achieved its IMRO registration and in March 1994 successfully floated a £37m smaller companies investment trust, Saracen Value Trust PLC, with SFM as manager. I continued as Compliance Officer with SFM until autumn 1997 when Saracen Value Trust was reconstructed, returning £70m of cash to investors and rolling £40m into other funds. From autumn 1994 I was involved from conception to birth of RED SPIDER a business of brand image consultants. From December 1994 R S Garrow Ltd originated the business and management structure and then administered, managed and developed RED SPIDER Limited as a virtual company with no office and communicating principally by intranet E mail. With worldwide blue chip customers, invoicing in sterling and four other currencies, seven employees including one each in the USA and Australia and specialist subcontractors in ten countries, RED SPIDER achieved second and third year annual sales in excess of £1.25m equivalent. With no outside capital nor office overheads and the cost effective and tax efficicient administration that R S G Ltd had created and was operating, the returns were very good. In spring 1998 RED SPIDER de-virtualised to a conventional office with staff accountant in London.
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