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Jonathan Boyers

Jonathan Boyers is no longer a Partner at KPMG UK. He left KPMG in 2023 after a 34-year career with the firm.3 Currently, he is the Managing Director and Head of Corporate Finance for EMEA at Alvarez & Marsal, a global professional services firm.2

Boyers is a veteran dealmaker with over 35 years of experience in corporate finance.1 He has advised numerous clients on company disposals, acquisitions, and private equity work across various industries, with deal sizes ranging from £10 million to £500 million.1

During his time at KPMG, Boyers held several significant positions:

  1. UK Head of Corporate Finance, leading the business through its most successful trading period.1
  2. Vice Chair of KPMG in the UK.13

Boyers has received multiple accolades throughout his career:

  • Won North West Insider Magazine Dealmaker of the Year four times.1
  • Awarded "UK Corporate Financier of the Year" by the Institute of Chartered Accountants of England and Wales.4

He joined Alvarez & Marsal in 2024 and has since been working to scale up the firm's corporate finance business across Europe.2 Boyers is known for his work with prominent business figures, including the founders of webuyanycar, BetFred's Fred Done, and easyJet's Sir Stelios Haji-Ioannou.1

Boyers holds a bachelor's degree in accounting and finance (first class) from the University of Lancaster.1

Highlights

Sep 5 · linkedin

Here are a few thoughts I’ve picked up over the past 23 years leading successful teams - I hope you can take something away from them.  

  1. Lots of people are involved in building any business. Not just the leader. A leader can help bring people together but especially for start up teams getting the right cofounders and early members of the team is key to creating resilience as a bedrock for future growth.  
  2. A team can only be as successful as the vision that it develops. Make sure that vision is motivating and ambitious enough to stretch your team but not snap the elastic.   
  3. The strongest leaders are always learning. You can learn something new from every person you meet - never become too narrow-minded to think otherwise.  
  4. Focus heavily on outcomes and not just hours spent on tasks. The amount of hours spent on a task are rarely the best judge of performance. Stay focussed on results and achievements. If someone keeps taking too long they may need support, counselling or more resources.  
  5. Your team will mirror your behaviour and values. Stay true to yourself, act with integrity, and never get too far removed from the day-to-day work. You are the example they will follow.  
  6. Be accessible to all members of your team (at every level). Senior management can become cliquey but you set the precedent on how less-senior employees are treated.  
  7. Leave your ego at the door. You do not need to be the smartest person in the room - hire people better than you!  
  8. Encourage your team to see change not as a threat but as an opportunity for growth. The business landscape is constantly evolving and so will your teams’ challenges. Be open to new ideas, stay curious, and adapt to change with a positive mindset.  
  9. Different scenarios will require you to lead from different positions. In a crisis, lead from the front, but in celebration, lead from the back. Know at what time to take what position.   
  10. Create an environment where new ideas are welcomed and calculated risks are encouraged. Allow your team to experiment and learn from both successes and failures. Real progress is made in a culture where people feel safe to explore and challenge the status quo. People can show leadership at all positions in a team!

11.In a high performing team people need to be having authentic conversations about how they work together. Encourage people to give feedback even (especially) when the subject is about performance improvement.

  12. Understand that you are ultimately responsible for performance. If your team are underperforming, look inward before you pass judgment. On the contrary, ensure your team get the full credit for their successes.    13. Most importantly, remember it is a privilege to lead. As a leader you serve your team not the other way round - enjoy every second of it!   #Leadership

Aug 27 · linkedin

I've been reflecting on a fascinating trend quietly reshaping the global finance landscape.   One that's gaining momentum and is set to become even more influential in the years ahead - The rise of private capital through family offices.   Family offices have traditionally been the stewards of wealth for the world's most affluent families. However, in the past decade, we have seen explosive growth, with an estimated 7,000+ family offices worldwide managing assets over $5.9 trillion, according to Forbes. This surge is largely attributed to the extraordinary creation of wealth in recent years, particularly in the technology sector and the growing complexity of managing substantial family wealth.    With that, we see a significant shift in how these entities operate. They're no longer just managing wealth but actively driving it forward, especially in emerging markets like India and the Middle East.    The scale of their influence is remarkable.   In India, for example, family offices are becoming major players in outbound M&A, funding cross-border deals that are changing the game not just domestically but also internationally. Similarly, in the Middle East, we're witnessing a surge in private capital from family offices fueling strategic acquisitions across Europe and beyond.

I personally noticed during my time working in Dubai that the business community is dominated by major family offices (and sovereign funds) that have been acquiring businesses in a range of strategically important sectors all over the world.    What's particularly striking is how these family offices are not just chasing returns but building legacies. Their investment strategies are deeply personal, reflecting the aspirations and ethos of the families behind them. This human element adds an incredibly powerful layer of authenticity and commitment to their ventures.   We are now engaging with family offices in the UK and beyond on disposal mandates we are now operating across our EMEA practice. Several family offices are set up to operate in a very similar manner to traditional Private Equity whereas others have very specific strategies and modes of working.

It's clear that the influence of family offices as buyers for, and investors in businesses is only set to grow and is a trend anyone considering selling their business should be paying close attention to.   It's changing the game's rules and opening up new, exciting, and transformative opportunities.   Here's to the future of investment—and the human connections that drive it!   #CorporateFinance #FamilyOffices #GlobalFinance

Related Questions

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Jonathan Boyers
Jonathan Boyers, photo 1
Jonathan Boyers, photo 2
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