The Group has achieved consistent growth in both revenue and profits since its formation in 1987. Management has set the following medium-term guidance metrics: 8% – 10% net organic revenue growth per year; underlying EBITDA margin of 33% – 38%; net debt of 1.5x to 2.0x underlying EBITDA and cash conversion in the range 85% – 90%.
The Board’s objectives are to grow revenues and to improve operating margins by leveraging the Group’s existing scalable operating platform. With this in mind, the Group’s strategy is focussed on both organic growth and inorganic growth through carefully selected acquisitions.
Organic growth strategy
The key drivers of the Group’s organic growth strategy include:
- Current market share development. This covers expansion of existing client relationships through cross-selling between divisions and geographies and continuing new client wins through direct referrals, intermediary referrals and direct targeting;
- Expansion of core service and product offering. This provides increased revenue opportunities through the delivery of new and innovative client solutions. Building scale affords the opportunity to achieve further economies of scale; and
- Expansion of global network and platform. By developing JTC’s presence in key jurisdictions, JTC can support its operational growth and revenue stream diversification, capitalising on key high growth markets aligned with the Group’s service offering.
Traditionally, some of the Group’s competitors have relied mainly on new business referrals from their parent company such as in the case of an affiliated bank or law firm. As an independent group, JTC has a strong track record of establishing and expanding its intermediary partner network, through which new business is often referred. As the Group has grown in scale and reputation, it has increasingly established new client relationships through a direct approach.
Inorganic growth strategy
JTC has a long track record of success in completing and integrating acquisitions. The Group’s acquisition growth strategy is to build upon what has been achieved to date, with the aim of both increasing scale in its existing markets and entering new markets. The Group has developed a disciplined approach to acquisitions with an established process for the assessment of opportunities, from initial identification, due diligence and documentation through to the deployment of a dedicated integration team to facilitate a swift transition onto the JTC platform.
The Group continually identifies and assesses potential targets, specifically:
- Smaller, earnings enhancing acquisitions, adding incremental EBITDA or geographic capability; and
- Larger scale, international opportunities, including bank based client books or businesses.
A potential acquisition will be assessed on a number of indicators, including:
- The opportunity to add operational scale in existing and/or complementary jurisdictions;
- The capability to strengthen the Group’s existing service delivery platform;
- The opportunity to acquire a skilled workforce;
- The cost synergy potential (rationalisation of systems and central functions) and cross-selling opportunities for the combined business; and
- The ability to strengthen client relationships where there are common clients.