Hospitality & leisure growth advisory
Market entry, franchising, licensing, estate growth and commercial due diligence for brands, investors, developers and operators.
Towy Collective helps consumer, hospitality and leisure businesses make better growth decisions: where to expand, how to structure partner-led growth, whether the operating model is scalable, and what needs to change before capital is committed.
Operator-led. Investor-aware. Property-literate. Franchise-capable.
Gordon Ramsay Restaurants — global growth, franchise and market-entry activity
GBK / Clapham House — estate expansion, capex discipline, brand turnaround and site strategy
Tonkotsu — P&L leadership, EBITDA growth and institutional fundraise
Nando’s — disciplined acquisition and rollout experience
Growth fails when ambition runs ahead of operating reality.
New markets, new formats, franchise models and property-led expansion can create significant value. They can also destroy capital quickly when the assumptions are weak.
The risk is rarely the idea itself. The risk is poor market fit, unclear partner criteria, fragile unit economics, weak operating capability, unrealistic property costs or a growth plan that looks good in a deck but breaks in execution.
Who we work with
-
Entering new markets, launching new formats or building franchise and licensing growth.
-
Assessing hospitality, leisure and consumer opportunities before capital is committed.
-
Building credible hospitality and leisure propositions into real estate projects.
-
Moving from entrepreneurial growth to scalable operating platforms.
Where we add value
We work where growth decisions meet operating reality:
Market entry, franchising, licensing, estate strategy, due diligence and fractional leadership support.
Market Entry & Franchise Strategy
Market assessment, route-to-market options, partner criteria, franchise/licensing structure and launch planning.
Growth Strategy & Operating Model
Growth architecture, format strategy, capability planning, funding logic and execution roadmap.
Estate & Property Strategy
Site logic, catchment thinking, landlord/developer partnerships, property cost planning and capex discipline.
Commercial & Operational Due Diligence
Assessment of operating models, unit economics, growth plans, partner quality, management capability and execution risk.
Fractional / Interim Leadership
Senior operator-led support during growth, turnaround, fundraising, market entry or leadership transition.
Experience grounded in delivery
Towy Collective is built on senior operating, development and investment experience across high-profile hospitality and leisure brands.
Global franchise and market-entry activity
Gordon Ramsay Restaurants
£5m institutional fundraise
Tonkotsu / YFM Equity Partners
£23m capex deployed
GBK development programme
35% average ROCE
Nando’s acquisitions
25 new restaurants opened
GBK by YE2015
£40m run-rate sales contribution
GBK new openings
37 sites acquired
Nando’s South of England
NED of £25m+ turnover business
GS Plus
Advice grounded in operating experience
FounderStephen Evans
Towy Collective is led by Stephen Evans, a hospitality and leisure CEO / MD with experience across Gordon Ramsay Restaurants, Tonkotsu, GBK / Clapham House and Nando’s.
Stephen combines operating leadership with international growth, franchising, licensing, estate expansion, M&A, fundraising, property, turnaround and board-level experience.