Michael Kelly

Name: Michael Kelly
Position: Partner
Location: Glasgow
Services(s):Commercial, Corporate Finance
Email: michael.kelly@macroberts.com
Phone: 0141 303 1318

Michael is a partner in our Corporate department, and also an owner and director of an acquisitive and successful family company. As an accomplished lawyer, his experience with the family business (they have acquired six businesses in the last five years) means that he is uniquely positioned to understand and advise on corporate deals in Scotland’s SME market. He is widely recognised as a balanced and pragmatic advisor, working through complex legal issues in a straightforward and commercially sensitive manner. Additionally, Michael’s work has contributed to MacRoberts being shortlisted for Commercial Team of the Year at the British Legal Awards 2016 and he is also a tutor at the Diploma in Legal Practice at Glasgow University.

Michael has a very impressive record, and his deals in the last 12 months include:

  • Acting for Idox plc in relation to the purchase of the entire issued share capital of Rippleffect Studio Ltd (“Rippleffect”) from Trinity Mirror Digital Limited. Rippleffect is a digital partner to brands and organisations in the sport, retail, tourism, leisure, food and drink and arts and culture sectors and is recognised as one of the top 100 design businesses in the UK
  • Acting for Idox plc in its purchase of the entire issued share capital of Open Objects Software Limited, leaders in the provision of digital services to the health and social care sectors
  • Acting for Heliex Power in relation to the £4m funding round by ESB Novusmodus, BP and Scottish Enterprise. Michael has now advised Heliex Power in relation to raising funds totaling £16.4m
  • Acting for the sellers in the sale of the Ramada Encore Hotel, Milton Keynes, to Travelodge Hotels Limited
  • Acting for Idox plc in relation to the acquisition of Reading Room Limited

Michael has also recently written a series of articles for leading Scottish newspaper, The Scotsman, in relation to the development of his family business and the corporate arrangements that have been crucial to that growth:

The challenges of family business

The challenges of family business part 2: Turning the corner

The challenges of family business part 3: Getting the deal done

The challenges of family business part 4: A deeper resolve to succeed

The challenges of family business part 5: A move into manufacturing

The challenges of family business part 6: Family matters in business

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