Electric dreams

What was the deal?

The sale of Northumberland-based Arian EMS to CorpAcq in June 2025. Founded in 2017, Arian specialises in the manufacture, assembly and testing of complex electronic systems for a range of industries, predominantly in the automotive, construction and defence sectors. It grew organically and at sale employed 40 staff. CorpAcq, founded by Simon Orange in 2006, is a long-term investor that encourages cultural and operational independence in its portfolio.

How were you introduced to the deal?

We were initially introduced to Arian FD Linda Carrie in early 2024 – over a year before the formal sale process began. Prior to the transaction, MD Malcolm Humble’s wife was the sole shareholder. Although he was the key decision-maker operationally, it was important that she fully understood the process and the strategic options available to her at each transaction milestone. Throughout 2024, we met regularly with the team to develop a detailed understanding of the business and the team’s objectives. From formal engagement to completion, took approximately eight months.

What was the sale strategy?

Arian is a very well-run business: Malcolm driving new sales; his stepdaughter, Jen, leading operations and managing key client relationships; and Linda, a highly capable, commercially astute FD. They formed a strong leadership team.

We had multiple offers. However, several potential acquirers proposed relocating operations. A key priority for Malcolm, both for employees and customers, was ensuring Arian remained rooted in Northumberland.

It became clear that CorpAcq’s approach – to build upon the existing platform, continue investment in capex, and leverage its portfolio for strategic support and cross-selling opportunities – aligned closely with Malcolm’s. A majority stake was sold to CorpAcq. Malcolm retained a shareholding in Arian and involvement in the business going forward.

What was the strategy for the acquirer?

CorpAcq gave Malcolm early access to the list of its 40 portfolio businesses, to identify potential opportunities. CorpAcq’s model allows its acquisitions to remain operationally independent, which appealed to Malcolm and Jen. Post-completion, an investment director – David Lusher – was appointed to act as a point of contact between Arian and CorpAcq and to support the pursuit of commercial opportunities within the portfolio. A buy-and-build strategy was potentially part of the next phase of growth. Arian hadn’t previously made any acquisitions, but is now actively seeking businesses in the electronics sector.

Who were the advisers?

UNW provided corporate finance and tax advice to Arian. Shareholders took legal advice from Ward Hadaway, and CorpAcq undertook its own commercial due diligence, leveraging its experience as a serial acquirer. It used Saffery for financial due diligence and Beyond Corporate for legal advice.

What were the challenges?

We received multiple question lists, often 30+ queries at a time. Whilst this was demanding, our early engagement and the significant preparation undertaken meant queries were addressed efficiently and thoroughly.

Were any lessons learnt?

I think we should plan for that level of scrutiny, and ensure our client is fully prepared on other engagements. When you fully understand the business before engaging with buyers, you can answer those questions on behalf of the client, so they can keep the business performing.