Growing the (business) family

Business acquisitions for a family company seem to be counterintuitive; after all, why bring in influence from outside? But for Wild Thang, it has used acquisitions to its strength instead of using its business values as a catalyst for more growth and integrating new businesses within it. Having recently acquired Partridge Peartree, acting editor, Benjamin Austine spoke with operations director Chris Dwerryhouse to find out more.

A lot of companies have their start as a family endeavour, either using the house name or by employing relatives.

By doing so, it gives a special relationship to all involved. Not just the owners but the customers who feel better served by a family team.

But what these companies gain in one frame may be a hindrance in others, namely acquisitional growth. Of course, these companies have every right to take over or build through strong acquisitions, but they may do so at the risk of the family values on which they built their foundations.

It is a balancing act, but one Liverpool garment decorator, Wild Thang, has seemingly managed to play as it has just completed its third acquisition since its inception.

A modest beginning

Founded in 1996 by Andrew Dwerryhouse, the company’s origins were remarkably humble.

Starting with a focus on traditional screen printing methods, in those early days, the operation relied on grit and a small Prince’s Trust loan rather than large capital injections.

Operations director and brother to the founder, Chris Dwerryhouse, said: “The company started very modestly in screen print, textile screen print decoration. Over the years it developed into other areas like embroidery, early days transfers, and eventually DTG and now also later down the line other elements like object UV printing.”

Having started simple, it has grown to be quite the force, gaining business from across borders and employing around 65 people; many of whom are related to the Dwerryhouses.

Andrew’s entrepreneurial spirit to start the business was also a family trait. His father owned his own company in the hydraulic engineering business. He even helped Andrew grow Wild Thang by renting out the top floor of his building to set up shop.

Chris explained: “Our family has always been in business. My dad had his own business, and that basically was an early-stage influence on all of us really.”

The only thing perhaps not family-related was the company’s name.

“The name came from the song,” Chris explained. “It was more of a marketing tool than a functional title. The idea was that it was a name that we wouldn’t be forgotten.

“There was a trend at that time for names that weren’t really associated with the business that you did. Most company names in this area were very conventional names like it would be the name of the person who started the company, or it would be ABC screen print.

“Andrew wanted to disrupt that and do something a little bit different.”

The ‘extended family’

As the business grew, it remained a family affair. Today, the leadership includes Andrew, Chris, and Andrew’s wife Carrie. However, at Wild Thang, the concept of ‘family’ extends far beyond second names.

Chris said: “For a fact, in a family business you’re working for family, and so it transcends beyond business.

“It is more about supporting a family and the staff that work for us. They are extended family, and that’s a culture that we like to have. A traditionally owned family business always, for me, has a different feel to other types of businesses for that reason.”

Fast-forwarding growth

While many companies grow organically, Wild Thang has used acquisitions to speed up growth and inform direction. So far, Wild Thang has made three acquisitions.

The first major one came around the year 2000 when the company took over US Athletic. The companies had worked together previously, but the owners of US decided to seek pastures new, and so the opportunity to take it on fell in Wild Thang’s hands.

Chris said: “That actually probably fast-forwarded the business quite a bit at the time. We went from a very modest turnover to a quarter of a million quite quickly.

“So that was the first business that we sort of purchased and that really accelerated things.”

This acquisition changed the business’s DNA by introducing schoolwear and in-house embroidery. Although Wild Thang didn’t keep every aspect of that business long-term, the move gave new revenues, customers and market spaces to work within.

Later, the acquisition of a graphics company allowed Wild Thang to bring graphic design and reprographics capabilities in-house.

Chris said: “At that time, design was carried out by Andrew or me, but we decided that we needed more graphic design capabilities as things were expanding.

“While it wasn’t anywhere near as successful as the first acquisition financially, it gave us other functionality and the specific capabilities we were after.”

Nesting birds in the family tree

Wild Thang’s most recent acquisition is also its largest. It was announced in May that it had taken over Northern Irish company Partridge Peartree, representing a bold new chapter for both businesses.

Located in Londonderry, Partridge is a long-established name that now offers Wild Thang immediate leadership in the Northern Ireland market, with the company actually approaching Wild Thang because it valued its new owners’ ethical stance.

Chris said: “I think they appreciated our business ethics and the family nature of it.

“It was all about an alignment and protecting the people that are there and protecting the client base and business that’s operating.”

Chris views the integration of Partridge as “symbiotic” where both sides learn from one another. While Wild Thang brings its broad market reach, Partridge brings its own deep local knowledge.

He continued: “I think we’ve got things to add to Partridge, but as much as that’s true, I think it’s got things to add for us as well.”

The payoff

Managing a team over water is a significant step, yet Chris is confident that their previous experience working in remote centres and different time zones has prepared them for success.

The geographic distance is bridged by a shared commitment to the Wild Thang way. By bringing the Partridge team into the extended family, Wild Thang is ensuring that its growth remains rooted in family values.

For Wild Thang, the journey of acquisition is an ongoing growth strategy.

While it isn’t looking to become an aggressive corporate predator, the company remains open to future opportunities when the alignment is right.

Chris concluded: “Over time, the acquisitions have been very important to inform direction, to gain growth, and evolve as a company.

“I’m not saying this is going to be an unsatisfied beast, but when things are right, I certainly could see more being in the future as well.”

Ultimately, the story of Wild Thang is one of balance. It is a company that can disrupt a market with a bold name and aggressive growth through acquisition, while simultaneously maintaining the heart and integrity of a family business.

By treating every new acquisition as a new branch of the family tree, Wild Thang ensures that as it grows larger, it only grows stronger in its core values.