Anglo Management
Your business has outgrown
how it currently runs.
We build what comes next.
UK-shaped management discipline, ERP readiness and AI automation for Central European SMEs — without unnecessary corporate bureaucracy.
Does this sound familiar?
Many small and mid-size businesses grow successfully — but their internal operations eventually fail to keep pace with their market scale.
Critical information is scattered across spreadsheets, emails, disconnected tools and people’s heads. Leaders receive financial reports too late. Too many daily decisions bottleneck at the owner. Core processes are not documented and not repeatable.
This works for a while. But it becomes a serious obstacle when facing scaling pressure, ownership transition, talent shortages, an ERP implementation or an automation push.
How I help
UK-Shaped Management Discipline
Adopting the operating principles shaped by international business culture that make a company scalable, transparent and structurally independent of the owner’s constant presence.
Professionalising Leadership Operations
Clear roles, accountabilities, delegation points, structured management meeting cadence and regular performance reporting.
ERP Readiness
Mapping current workflows, consolidating business requirements, defining system specifications and preparing your data and processes for a smooth ERP transition.
AI & Automation
Practical AI adoption and automation opportunities across administration, reporting, communications, HR, sales and client management.
Previous engagements
Every engagement is a different industry, a different challenge. The underlying pattern is almost always the same.
European expansion — modernising reporting and operating systems
A Central European transport group expanding rapidly across Europe found that its operating and financial reporting systems were not keeping pace with its growth. The engagement mapped workflows, introduced KPI-based performance tracking, and built the reporting structure that enabled group-level control across multiple entities.
Service and cost standardisation across multiple locations
A multi-location hospitality business had each site operating with different processes and different cost structures. The engagement built a unified operational framework, introduced comparable performance measurement across locations, and established the financial discipline that could be held accountable across the whole portfolio.
Scaling readiness and regional expansion preparation
A digital business had outgrown its domestic market, but its internal organisation, processes and reporting were not ready for regional growth. The engagement prepared the business for expansion: clarifying accountabilities, introducing planning and forecasting routines, and identifying the system architecture points requiring development before scaling.
Primary engagement format
SME Operational & Digital Evaluation
A practical, hands-on diagnostic review that shows exactly where your organisation is losing time, money or management control — due to unclear processes, weak reporting, spreadsheet dependency or underused digital tools.
The evaluation delivers a concrete, actionable 90-Day Operational Blueprint.
What we evaluate
- Executive interviews and key position mapping
- Current workflow and cross-department data flow review
- ERP baseline readiness and data preparation level
- Practical automation opportunity identification
What you receive
- Reporting and leadership control gap analysis
- Directly actionable improvement recommendations
- Step-by-step 90-day action plan
- System architecture and decision-support proposals
Who this is for
Established small and mid-size businesses that are performing commercially, but where leadership feels that:
- Too much depends personally on the owner.
- Too much time goes on manual coordination, emails and spreadsheets.
- Getting clean, real-time management numbers takes too long.
- Teams frequently work from different or incomplete information.
- An ERP, CRM or automation project is on the horizon.
- They want to build proper operating systems — not rigid theory.
Who this is NOT for
Anglo Management is not right for every business. I do not take on engagements where:
- The owner wants control without delegation.
- The business is too early-stage to have systems worth building on.
- The expectation is fast, surface-level advice rather than deep operational work.
- The willingness to change is not genuinely there.
This selectivity is not arrogance. Operational transformation only works where the leader is genuinely ready to do things differently.
About Gábor Forgács
I have spent nearly two decades entering complex organisations and building the systems that make them run without constant owner intervention.
I have done this in hospitality, telecom, digital services and transport — across the UK and Central Europe. The problems are always different. The underlying pattern is almost always the same: commercial potential that has outpaced the systems, governance and leadership alignment needed to realise it.
I currently lead the operational and financial integration of a €16M+ multi-entity hospitality ecosystem in Budapest with ~250 employees across multiple ownership structures. Through Anglo Management, I work as an advisor and interim executive with businesses at the boundary of growth, digitalisation and operational transformation.
I do not bring theory. I engage directly where commercial growth, operational complexity and organisational change intersect.
Why Anglo Management?
Anglo Management exists to make UK-shaped management discipline, digitalisation and AI-driven automation accessible and practical for Central European SMEs.
The focus is not on selling software. It is on measurably improving how your business runs: cleaner processes, better data, clearer accountabilities and reliable management decision-support.
The format and duration of each engagement is tailored to the business situation — from a focused diagnostic review to a longer interim leadership mandate. The first step is always a free 30-minute conversation.
Let’s talk
If your organisation has outgrown its current operating framework — or if you are preparing for an ERP, digitalisation or automation project — the right first step is to get your processes and reporting lines in order.
No obligation. No sales pressure. Just a direct conversation about where you are and what would help.
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