Oliver has a vision which will see the company lead the way in eco-friendly food packaging, with an emphasis on reducing plastic use across the industry. He is also looking to grow its product range.
Earlier this year, the company launched its plastic-free aqueous lined range, offering customers biodegradable alternatives without compromising quality or performance.
Oliver reveals that his growth plans aim to deliver an eight-figure turnover in five years or less. At the heart of those plans is a commitment to sustainability and responsible business practices with the business “championing sustainable solutions for a better tomorrow”.
Mark Woodward is also excited to see what the future holds for the business that he and his wife have created.
He says: “After 20 wonderful years building The Printed Cup Company with Jenny and our team, I couldn’t be prouder of where we’ve arrived.
“Oliver is exactly the right person to take this business forward – entrepreneurial, values- driven, and full of energy. We’re excited to see what’s next.”
The company is currently managed day-to-day by managing director Kevin Monaghan, who will continue in that role.
He says: “The team here is incredibly dedicated, and we’re proud of the culture we’ve built. With Oliver’s leadership and vision, I believe we’re in a strong position to expand our capabilities and strengthen our reputation even further.”
Oliver is a former pupil of Bowland High School in Grindleton and his business background is in IT and tech. He has set up a number of ventures since leaving the public sector, starting his entrepreneurial journey from the back bedroom of a terraced house in Burnley.
Those businesses have included IT, telecoms, cybersecurity and cloud services support as well as e-commerce.
The Printed Cup Company is his first venture into the world of manufacturing. It is unlikely to be his last acquisition and he reveals he has “a few conversations going on at the moment.”
His eye is on replicating the deal with the Woodwards, seeking out businesses where the owner or owners are looking to retire, starting up those conversations to see if a potential deal can be struck.
He says: “The acquisitions aren’t just about growth – they’re about giving owners a way out with dignity.
“We’re looking to help people step away from the stress, unlock the value they’ve built, and move on with freedom, clarity, and a strong financial return.”
He says of future targets: “The businesses have to have potential” and the price has to be right. He has also learned that patience is key when it comes to dealmaking.
He explains: “You have to tell yourself that things could fall through at any point. There are so many moving parts. You can’t get ahead of yourself. Take things one day at a time.”
The handover Expert View
DEGREES OF SEPARATION By David Filmer,
Partner and head of corporate, Forbes
A demerger involves transferring one or more divisions of a business into a new legal entity, allowing each to operate independently.
Rather than signalling division, a demerger is often a positive step towards clarifying ownership, simplifying operations, and unlocking value.
This method is becoming more and more popular for private and family-owned companies whose divisions have become so distinct that joint ownership leads to inefficiency or conflict.
The most common approach in the UK is statutory demergers which enable assets to transfer to a new business – often referred to as ‘NewCo’ – tax-efficiently and without incurring stamp duty or capital gains tax.
The process involves setting up NewCo, obtaining consent from directors and shareholders, transferring assets using a capital reduction or distribution in specie, submitting legal filings such as solvency statements and SH19 forms at Companies House, and seeking clearance from HMRC to ensure tax neutrality.
Businesses may choose a demerger for several reasons. It helps remove management bottlenecks and cross- subsidisation, allowing each part of the business to develop its own strategy.
For family businesses, it can form part of succession planning, giving different family members control over distinct parts of the business while maintaining fairness and transparency. Demergers can also prepare certain divisions for investment or sale, helping owners keep other parts of the business protected.
Though statutory demergers are usually cashless, both businesses must remain financially viable, with working capital requirements carefully planned. Balancing values might involve restructuring balance sheets or creating intra-group loans.
The legal process requires formal documentation, including resolutions by directors and shareholders, solvency statements, demerger agreements, updated Articles and sometimes a Shareholders’ Agreements.
Risks to watch out for include tax exposure if conditions aren’t met, operational disruption if contracts and resources need dividing, and shareholder disagreements, particularly in family-run companies.
Demergers can reduce the likelihood of future disputes while providing clarity on estate planning, income division, and governance for family businesses.
A demerger is a structured, efficient way to simplify your business while protecting its value and clarity for the future.
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