________________________________________________________________________________________________________ Tiger Feet
“ With any merger or acquisition, there’ s always a degree of uncertainty.
Looking ahead, to any future acquisitions, we’ ll be seeking out a lot of the same qualities. Any new businesses must support the core operation and offer something new to our existing portfolio.”
Future plans
For Tiger Feet, strategy and sustainability go hand in hand. As Akhtar asserts:“ As a national supplier of goods, we recognize that we have a responsibility to minimize our impact on the environment. We aim to reduce carbon emissions by closely monitoring our sourcing strategy and working to reduce shipping distances wherever possible. We also aim to connect with responsible suppliers, who themselves have sustainability measures in place.“ We are a B2B company, so it is important our customers know we are sourcing responsibly, to minimize any risks to them and their own customers. Of course, there is always more to do in this area, and we ensure it is always on the agenda for our supply chain team.”
With an all-new brand identity, working culture, and product offering, Tiger Feet is fit for whatever the future holds. Looking ahead, Akhtar considers what’ s next for the business:“ We are a seasonal operation, and Christmas is always our peak, so we’ re gearing up to deliver that. However, 2026 is also just around the corner, so our studio has already created some designs for the coming year.
“ We’ re also looking to put on some exhibitions at trade fairs across the country- this will help us showcase our products more prominently and reach out to a variety of new customers.
“ The business has been through a lot of changes recently, and it has been an amazing journey. The future looks very promising, and it is a privilege to work with all the people at Tiger Feet and Ardenton Capital.
“ By 2030, Ardenton Capital will have sold the business to a new owner who will see Tiger Feet’ s potential and support us in creating a new growth plan. We are predominantly a UK business, so mainland Europe is an obvious place to compete. Until then, there is still a lot of work we can do in the UK market, such as commercializing our offering and branching out into new categories,” he concludes. ■
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