Rising star Stuart Dennis
What's so special? He's turned around a dying business; productivity has increased by 1,300 per cent

When he bought Absolute Fraud Management in 2006, the business (a fraud management specialist supplier to the insurance industry) had "hit the wall; had died because of a lack of commercial acumen", recalls Stuart Dennis. He took on the ailing firm to turn it around because "if there's anything that lights my fire it's being told it can't be done. I'm not motivated by money—I like the challenge".

The serial entrepreneur has acquired and perked up seven companies. Dennis reckons he can look at a business in a direct way, identify areas of weakness and put it back on its tracks. He calls his leadership style "fresh and no nonsense", while strategy often includes re-branding, getting rid of old products and re-motivating employees. The business turns over £3m-£3.5m annually while revenue has increased by 750 per cent.

Dennis has this advice for start-ups: "The first year of trade should be mentally getting your head around saying 'yes' to everything. Some decisions may be incorrect or superb, but you must keep testing the water. The trick is to have 10 or 20 plates spinning at any one time. If a couple fall off, or spin faster, you need the ability and the agility to follow those spinning plates."

Don't look at what your competitors are doing, he adds, but focus on being dynamic, fast-moving and accountable. In times of stress, Dennis thinks "stronger entrepreneurs float to the top and make a few quid"—which is why he's got "other bits and pieces bubbling". He's troubleshooting for firms that have "plateaued" and need new life injected into them.

Dennis says Absolute is in a good position to diversify. "We've become successful dealing in the insurance of the motor industry. Now we're ready to kick in to new sectors, launching new companies this year in the household, lifestyle, and health sectors," he says. "Our business is on the increase and will get bigger and bigger. The business is cash-rich—I tend to fund everything myself. I wouldn't get near a project unless I had good funding behind me anyway."