In this series, we're introducing you to our expert Relationship Managers. This month, meet David Selwyn, whose experience of rapid growth shapes how he supports ambitious Welsh businesses today.
David is Managing Director of an award-winning business consultancy based in Carmarthenshire, and an accredited Relationship Manager for the Accelerated Growth Programme (AGP). With over 20 years' experience as a business consultant, he's helped businesses across Wales build growth strategies, secure investment and remove the practical barriers to growth.
He manages a portfolio of more than 60 high-growth businesses across food and drink, manufacturing, technology, tourism, professional services, healthcare and the rural economy. He helps owners identify their biggest challenges and coordinate the right specialist support through AGP.
A particular strength is turning an ambitious idea into a clear, credible plan, drawing on deep experience in business planning, financial forecasting and funding routes including the Development Bank of Wales, banks and grants.
We asked David to share what drives him and the advice he most often gives to growing businesses.
What first drew you to working with high-growth businesses?
My own experience of building a tech business to a multimillion-pound turnover in 18 months, before selling it on. It showed me how exciting rapid growth is and how much pressure it puts on cash flow, people and management capacity. I'm drawn to helping ambitious leaders turn strong ideas into sustainable businesses.
What's the most rewarding part of being a Relationship Manager at AGP?
Watching specialist support turn into a real outcome. A business might come to AGP with a big idea but face barriers such as finance, recruitment or scaling. It's especially rewarding when that work leads to investment, a new product, new jobs or the next phase of growth.
Can you share the best piece of business advice you've ever given or received?
"If you don't know where you want to go, then it doesn't matter which path you take." It applies directly to strategy. I also tell business leaders to understand their numbers before they make a decision. Growth doesn't automatically mean more profit or stronger cash flow.
What's one common trait you see in the most successful business leaders?
They're open to challenge and ready to adapt. They listen to customers, know their numbers and change course when needed. They also know the skills that start a business aren't always the skills that scale it.
When you're not helping businesses grow, how do you recharge?
Live music and dance, mostly. I belong to several dance clubs, including Rock and Roll, Swing Jive, Lindy Hop and Rockabilly and most weekends you'll find me out with my partner and friends at venues across Wales. It keeps me fit, sharp and connected.
What's one thing you'd love every business on AGP to know?
AGP support is most valuable when businesses are open about the real challenges they're facing, whether that's cash flow, management capacity or an overreliance on the founder. We're here to understand the full picture, not to judge.
What are the most common challenges you help growing businesses overcome?
Access to finance comes up most often, but the challenge is rarely just finding a funder. It's building a clear strategy, a credible plan and solid forecasts to back it up. I also help with scalability and prioritisation, since ambitious businesses often have more opportunities than time.
Can you share a moment you're particularly proud of in your work with AGP?
Supporting a business over the long term with strategy, planning and funding. It secured around £2.5 million through grants, loans and invoice discounting, and grew from three employees and £500,000 turnover to around 120 employees and more than £30 million turnover. Results like that come from building trust and evolving the support as the company grows.
If you could give every ambitious business owner one piece of advice, what would it be?
Start building a strong team early. In the early days, it's often essential for the owner to be everywhere at once. But as the business grows, no owner can be an expert in everything or stay close to every decision. Trust others to do their jobs and let your role evolve from doing everything to setting direction.