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AEROSPACE RELIANCE LIMITED logo

Valuation: AEROSPACE RELIANCE LIMITED

Indicative valuation

£33.0m to £42.0m

Adjusted EBITDA
£6.0m
Typical exit EBITDA multiple
5.5x - 7x

FY2024 operating profit £5.73m plus depreciation £0.18m gives £5.9m; rolled forward to FY2025 at 25% revenue growth and stable margin yields c.£6.0m.

Aerospace distribution typically trades at 5–7x; Incora merger implied c.8x for a much larger platform. Strong growth and low capex support the upper end.

Confidence: medium

Section 01

Company snapshot

FieldDetail
Registered nameAerospace Reliance Limited
Company number10788741
Incorporated2017 (25 May 2017)
Registered office3rd Floor, 1 Ashley Road, Altrincham, Cheshire WA14 2DT
Principal ownerStratus Acquisition Limited, 75–100%
DirectorsThomas John Boscher, Paul Thompson
SIC / activity82990 (Other business support activities)
Accounts made up to31 December 2024

Section 02

Business description

Aerospace Reliance is a global stockist and distributor of aircraft maintenance consumables, including sealants, adhesives, lubricants, paints and composite materials. It serves airlines, MROs and defence contractors on a 24/7 AOG basis, shipping from a Hemel Hempstead warehouse. Revenue is transactional rather than contracted, but repeat purchase rates appear high given the regulatory nature of aerospace consumables.


Section 03

The industry

The UK aerospace consumables distribution market, estimated at £400m to £500m annually, sits within the broader aviation MRO supply chain. Demand is driven by three factors: global air traffic recovery, which has now exceeded 2019 levels; fleet ageing, which increases consumable intensity per aircraft; and rising regulatory and OEM requirements for traceable, certified materials.

The market is fragmented, with a handful of scaled specialists such as Wesco Aircraft (now part of Incora), Proponent and Aviall competing alongside dozens of regional stockists. Consolidation has accelerated: Incora was formed through the merger of Wesco and Pattonair, and private equity continues to roll up smaller distributors to create purchasing and logistics scale. Growth is estimated at 6 to 10% annually, supported by airline capex cycles and the shift to next-generation aircraft.

The main structural risk is supply-chain volatility: geopolitical disruption, chemical-ingredient shortages or OEM exclusivity deals can tighten margins or strand inventory. Over the next three to five years, expect continued consolidation and margin pressure as larger platforms leverage buying power.

For a seller today, the window is favourable. Strategic acquirers and PE platforms are actively seeking bolt-ons in aerospace distribution, particularly businesses with niche stock depth and 24/7 AOG capability.


Section 04

Top competitors

  • Incora (Wesco/Pattonair): global full-line distributor with strong OEM relationships; overlaps on consumables and chemicals (inferred).
  • Proponent: US-headquartered, global footprint in MRO consumables; competes on breadth and AOG service.
  • Aviall (Boeing subsidiary): broad aerospace parts and consumables; strong OEM backing.
  • Aerospheres (parent/sister brand per website): appears closely linked; potential internal overlap.
  • Desser Aerospace: specialist in seals, gaskets and consumables; regional UK overlap (inferred).

Section 05

Reconstructed profit and loss

Most recent filed accounts: FY2024, made up to 31 December 2024. Filed July 2025, so roughly seven months old at today's date. Given the strong growth trajectory and the seven-month gap, a rolled-forward FY2025 column is included using our assumption of 20%+ revenue growth and a slight margin normalisation.

Revenue, gross profit and EBITDA

Reconstructed profit and loss, GBP, figures marked (est.) are derived

  • EBITDA
  • Additional gross profit
  • Cost of sales to total revenue
£22.4m
£5.3m
£28.2m
£5.9m
£35.2m
£6m
FY2023
GP £7.4m · EBITDA £5.3m
FY2024
GP £9m · EBITDA £5.9m
FY2025 (est., rolled forward) (est.)
GP £11.2m · EBITDA £6m

Basis: Revenue and gross profit are filed (full accounts under FRS 102). EBITDA for FY2024 derived as operating profit £5.73m plus depreciation £0.18m. FY2025 revenue rolled forward at 25% (matching FY2024 YoY growth); gross margin held at 32%, admin-cost ratio assumed flat, yielding EBITDA of c.£6.0m. Headcount not disclosed.


Section 06

Reconstructed balance sheet

LineFY2024FY2023
Fixed assets£716k£893k
Stock£5.7m£3.9m
Debtors£12.1m£7.4m
Cash£813k£2.5m
Creditors due within one year£5.3m£4.6m
Creditors due after one year£566k£888k
Net current assets£13.2m£9.2m
Net assets£13.3m£9.2m

The business carries modest external debt (creditors after one year of £566k, likely HP or term loan given the October 2025 charge filed). Cash of £813k is lower than prior year owing to working-capital absorption; net debt is negligible. Normalised working capital is heavy for a distributor: debtor days appear high (around 150 days on filed figures), though this may include related-party balances. Buyers will adjust for any director loans, and the lean fixed-asset base suggests no surplus property to extract. The equity-to-enterprise bridge is minimal; enterprise value and equity value will be close.


Section 07

Valuation and workings

Aerospace and defence distribution businesses of this scale typically trade at 5.0x to 7.0x EV/EBITDA. Recent precedent: Incora's 2020 combination valued the merged group at approximately 8x, though that reflected a much larger, more diversified platform. For a sub-£50m revenue distributor with strong growth but transactional revenue, 5.5x to 7.0x is appropriate, weighted higher given the 25% top-line trajectory, healthy margins and low capex intensity.

On our assumption of 20%+ growth continuing into FY2025, current-year EBITDA is estimated at £6.0m. Applying a 5.5x to 7.0x range yields an indicative enterprise value of £33m to £42m. If FY2025 growth stalls, the range would compress to roughly £27m to £35m on a FY2024 EBITDA of £5.9m.


Section 08

What buyers call exceptional

These bars are calibrated for UK SMEs and do not apply to midcap or larger businesses, where the thresholds are very different.

MetricGoodExceptionalThis businessRead
Industry growth5%+ CAGR10%+ CAGR8–10% (est.)Good
Revenue scale£10m+£20m+£28.2m (FY24)Exceptional
Revenue growth8%+ YoY15%+ YoY26% (FY24)Exceptional
EBITDA margin17.5%+22.5%+21% (FY24)Good
Gross margin50%+75%+32%Below
Customer concentration (top 5)<15%<10%not disclosedUnknown

The metric that most limits the multiple today is gross margin: at 32%, it is typical for distribution but well below the thresholds that signal pricing power or proprietary value-add.


Section 09

Preparing for exit

WhenActionWhy a buyer caresEffect
0–3 monthsProduce monthly management accounts with debtor ageing and inventory turnDue diligence will flag weak MI; clean MI accelerates the processMultiple (↑)
0–3 monthsClarify Aerospheres brand relationship and any related-party tradingBuyers will discount if revenue or cost sits outside the legal entityMultiple (↑)
3–9 monthsReduce debtor days from c.150 to under 90Releases cash and signals healthy customer qualityEBITDA (↑), Multiple (↑)
3–9 monthsFormalise key supplier agency or distribution agreementsDemonstrates defensibility and continuity of product accessMultiple (↑)
3–9 monthsDocument AOG service-level KPIs and customer retention ratesSupports recurring-revenue narrative even without contractsMultiple (↑)
9–12+ monthsDevelop a general-manager layer below the owner-directorsReduces key-person risk, essential for PE or strategic buyersMultiple (↑)
9–12+ monthsNegotiate multi-year framework agreements with top five customersConverts transactional revenue to quasi-contractedMultiple (↑)

The single highest-return action is clarifying and properly documenting the relationship with Aerospheres, because any intercompany dependencies that are undisclosed will create uncertainty and haircuts at due diligence.


Section 10

Choosing your sale route

RouteFitWhy
Trade saleStrong fitAt £28m revenue and growing, Aerospace Reliance is an attractive bolt-on for global distributors seeking UK/European AOG capability and stock depth; strategic synergies justify a premium.
Private equityStrong fitHealthy EBITDA margin, low capex and fragmented market make this a textbook platform or tuck-in for a PE-backed aerospace distribution roll-up.
Individual operatorPossibleScale and price point are at the upper end for a single buyer; would require significant external equity and a capable management team beneath.
Employee Ownership TrustUnlikelyTransactional model with modest cash conversion and heavy working-capital needs makes deferred consideration harder to fund from profits.

A trade sale is the strongest route. Global distributors such as Incora, Proponent or Boeing's Aviall are actively consolidating; a well-prepared process could attract multiple bidders and drive competitive tension. For the current owner, pursuing trade means a clean exit within six to twelve months, likely with an earn-out tied to customer retention, but the highest headline price and certainty of close.

Section 11

What the process looks like

At your size expect a structured, competitive auction run by a larger corporate finance house, with full workstream due diligence and international buyers likely on the list. Allow around nine to fifteen months from starting properly to money in the bank.

PhaseWhat happensTypical duration
PreparationFull vendor due diligence across financial, legal, tax and commercial, audited accounts, a management team ready to present, a professionally built data room3 to 4 months
MarketingControlled release of a teaser to a wide domestic and international buyer list, NDAs, information memorandum, process letter setting the timetable1 to 2 months
Offers and selectionRound one indicative offers, management presentations, site visits, round two binding offers, exclusivity granted late and briefly2 to 3 months
Due diligenceFinancial, legal, tax, commercial, IT, insurance, environmental, ESG and pensions workstreams run simultaneously against a fixed timetable2 to 3 months
LegalsShare purchase agreement, disclosure, warranty and indemnity insurance, equity rollover and reinvestment documents, management incentive plan1 to 2 months
Completion and beyondSigning, any regulatory or antitrust clearance, completion, then a defined transition periodOngoing

At this size, process discipline is the value driver. A well run timetable with several credible bidders reaching binding offers on the same day is what produces a premium.

What this is built from

  • Companies House filings for 10788741.
  • The company's public website (www.aerospacereliance.com), read for what the business actually does and who it sells to.
  • Your own ratings on growth, stability, margin and capex, plus sector exit multiples for comparable UK businesses.

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Next step

Exit your business to 1868 Capital

1868 Capital, led by Alec Dent, is actively looking to buy and run one strong UK business for the long term. If the profile fits, we can move quickly.

LinkedIn post by Alec Dent

Why Alec started 1868 Capital

LinkedIn post

Alec wrote this on why he is looking to buy and run one UK business for the long term.

Read on LinkedIn

Who is Alec?

Alec Dent leads 1868 Capital, which powers this Exit Estimator. He is looking to buy and personally run one high-quality UK business for the long term.

Before this he co-founded Weezy, grew it to hundreds of staff, sold it to Getir and ran global strategy there. You would be selling your business to an operator who has built, scaled and sold a company.

Is 1868 Capital the right fit?

I meet almost any owner thinking about exit, but this is the formal mandate:

  • ✓Revenue of £5m to £60m, ideally with a recurring component and a stable track record
  • ✓EBITDA of £1m to £10m with margins of 15% or more
  • ✓Consistent growth of 10%+ a year over multiple years
  • ✓A strong team in place, allowing a smooth leadership transition
  • ✓England, Wales or Scotland, ideally near a major transport hub
  • ✓Service-based model in a fragmented sector, mission critical to commercial clients

Other ways to sell

If the mandate does not fit, you may still have strong options:

Trade sale

A competitor or customer buys you. Often the highest headline price, but your business is absorbed and your legacy fades.

Private equity

Financial buyers back the team, then look to sell again in 3 to 5 years on fairly rigid market terms.

Employee Ownership Trust

Sell to your employees, usually with tax advantages and maximum continuity, though at a measured pace.

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