Private Operating Group · United KingdomEstablished · MMXXVIFounder · Craig Attoh
Private Operating Group · By Introduction
A house, not a holding shell.
AMAYA Holdings — eleven operating brands, three working columns, one shared spine. Quietly building the intelligence infrastructure of the UK SME economy.
The group is named after Craig Attoh's daughter Amaya. It is built to be inherited, not sold. No listings, no funding rounds, no exit-shaped decisions. Decisions are made for the next decade, not the next quarter.
11Operating brands · three working columns£0Outside capital · 100% founder-owned60Specialist agents · ATTOH.tech spine48hGroup enquiry response · personally
Intelligence infrastructure·Operator-fluency·Tools, not retainers·Quietly compounding·By introduction·One spine, many houses·Intelligence infrastructure·Operator-fluency·Tools, not retainers·Quietly compounding·By introduction·One spine, many houses·
/ PORTFOLIO / OPERATING BRANDS
Eleven houses. One shared spine.
Each brand stands on its own — separate P&L, separate customer relationship, distinct positioning. The spine is shared.
Digital & Engineering. Compliance & Regulatory. Sector Operations. Each runs as a discrete brand. Each shares Supabase, the snap-lead edge, the partner network, and the agent fleet.
Column I
Digital & Engineering
The agency, the engineering spine, the European compliance face, and the Spanish property private office. Customer-facing brands selling custom-built software and curated services to ambitious UK SMEs and high-net-worth buyers.
ATTOH Digital — premium UK web agency
ATTOH.tech — 60-agent intelligence layer
ATTOH.EU — European compliance tools
ATTOH Casa — Spanish property private office
Pharoah Technology — 50/50 build shop with Phil Pereira
5 brands · UK + EU + ES
Column II
Compliance & Regulatory
Tooling for the parts of British SME law that still ship as PDFs in 2026. Practical instruments instead of advisory retainers. Plus the strategic counsel practice for the slow capital decisions that sit alongside the compliance work.
Incorpwise — UK Ltd formation + landlord MTD
AIBritains — UK GDPR + DSAR workflow
AIEmployment — ERA 2025 contracts & policies
Supreme Advisory — private practice strategic counsel
4 brands · UK-only · regulated surfaces
Column III
Sector Operations
Operator-fluent tooling for high-discipline sectors. The work the sector knows it needs but the generic SaaS market hasn't priced sharply enough. Plus the cross-sector advisory platform that funds the wider group.
BRG Operations — cross-sector advisory platform
AIFreight — UK freight intelligence
Builders Trust — UK construction operator tools
3 brands · sector-specific · operator-built
/ STORY / THE OPERATING THESIS
Build the operating layer. Sell the offer through it.
Most groups acquire revenue. AMAYA assembles operating capacity — shared intelligence, shared compliance, shared customer routing — and lets revenue follow from doing the work properly across many small surfaces.
The operating brands stand on their own. They share a spine: one Supabase, one intelligence layer, one rule on how to treat customers, one rhythm on how the work compounds. Their distinctness is the marketing; their consistency is the unit economics.
AMAYA Holdings is the parent — registered in England and Wales, founded in 2026 by Craig Attoh, named for his daughter Amaya. The portfolio is built by hand, sold by introduction, and run as a private operating company rather than a marketing front. No outside capital. No exit-shaped decisions. No leverage model. No agency board layered on top of the work.
The group's thesis is straightforward: the intelligence infrastructure of the UK SME economy has been undersold by consultancies, oversold by generic SaaS, and under-built by everyone in between. AMAYA is the long-form answer — operator-fluent tooling, family-held, built to be inherited.
The brands carry the surname for the same reason families carry one: the work is owned by people, not entities. Amaya is a child. The group is built to be hers if she wants it, and useful regardless. That sets the time horizon. That sets the discipline. That sets the work.
If you are looking for the operating layer beneath your SME, this is the right door.
/ PRICING / THE ROUTES IN
Three routes in. One spine underneath.
AMAYA Holdings carries no commercial product — each operating brand sells on its own P&L. These are the three commercial entry points most often used to engage the group.
/ ROUTE 01 · DIGITAL
ATTOH Digital
FROM£1,997/ build
Custom-coded UK SME websites and Snap suite tooling. Premium tier to £14,997.
Craig Attoh — sole director, named for the long game.
Sole Director · est. 2026
"I named the group after my daughter for a reason. You build differently when you know what you are building is going to outlast you. The plumbing is industrial. The intent is generational."
Craig Attoh · Sole Director · AMAYA brand portfolio
— Craig
Operator background across the UK SME economy — digital agency, intelligence infrastructure, R&D claims, compliance tooling, sector software. AMAYA Holdings is the long-form vehicle. ATTOH Digital is the commercial flagship. BRG Operations is the cashflow surface. ATTOH.tech is the spine. The wider portfolio sits where it has earned its place.
Family-named, family-held, family-time-horizon. Decisions are made for the next decade, not the next quarter.
/ REFERENCES / WHAT OPERATORS SAY
Quiet references. By introduction.
AMAYA Holdings does not publish customer names. Below are anonymised reflections from operators who have engaged one of the operating brands inside the group. Names available on request, under NDA, post-mandate.
We came in through ATTOH Digital for a website and ended up running the whole back-office through AMAYA inside two quarters. The spine is the deal — the front-end brand was just the introduction.
Most groups feel like a holding company. AMAYA feels like a family business with industrial plumbing. That is a much harder thing to find and a much better thing to be on the customer side of.
The cross-sell is not a sales tactic — it is the operating model. We started on Incorpwise for the formation, picked up Supreme Advisory for the cap-table reset, and the whole thing ran through one shared CRM. That is rare.
Working with Craig on Pharoah Technology has been the most operationally sane partnership I've had. He runs the spine. I run the front of house. The cap table sat down on day one and never moved.
Phil PereiraPartner · Pharoah Technology · 50/50 JV
The AMAYA partner network is the unfair advantage. When you engage one brand, the introductions you get through the wider group are the thing that compounds. That is not on the website. It is the website.
FounderUK construction · BRG + Builders Trust dual engagement
They reply personally inside 48 hours. The founder picks up the call. There is no pitch deck. That is what private practice is supposed to feel like — and the wider group operates on the same rhythm.
Family-Office PrincipalUK property · introduced via ATTOH Casa
/ SPINE / WHAT THE BRANDS SHARE
One Supabase. One intelligence layer. One rule on customers.
The spine is the deal. The brands are the doors. Here is what every operating brand inherits the day it joins the group.
Spine 01
Shared Supabase
One Postgres project (ofcjggvruhwhaqthdwxa) underneath the entire group. Prefixed tables per brand. Cross-brand customer view. 480+ migrations. The single source of truth.
Machine layer · ad_, brg_, snap_ prefixes
Spine 02
60-agent intelligence layer
ATTOH.tech operates a 60-agent fleet across 8 clusters — research, content, finance, compliance, video, pipeline, ops, support. Every commercial brand draws from the same fleet under the same routing rules.
8 clusters · LiteLLM routing · 97% cost saving
Spine 03
Snap-lead edge
The same lead-capture transport across every brand. One form contract, one verification layer, one inbox. A customer who lands on Builders Trust shows up on ATTOH Digital's CRM if they take the second step.
One form contract · cross-brand routing
Spine 04
Partner network
96 channel partners loaded into the Operating Machine. Accountants, formation agents, R&D specialists, local consultancies. Each partner sees one face — the AMAYA partner-portal — and the introductions route to the right brand inside.
96 partners · single portal
Spine 05
Compounding R&D claim
The engineering work across the brands aggregates into one R&D tax claim — currently £27–£42k net per year, IP valuation £1.2–£2.1m, SEIS £0.75–£1.2m, Patent Box eligible. The group structure makes the claim work where individual brands could not.
SIC 64202 · Patent Box · annual
Spine 06
One customer rule
Reply personally inside 48 hours. NDA-bound on commercial detail. No newsletter. No sequence. No procurement theatre. The same rhythm holds whether the brand sells a £99 formation or a £18,000 exit-architecture mandate.
Across every brand · always
/ PRINCIPLES / HOW THE GROUP OPERATES
Six operating principles. Held quietly.
Each one was earned by getting the opposite wrong somewhere else first. These are the rules the group will not break.
Principle I
One spine, many houses
Shared Supabase, shared intelligence stack, shared lead capture, shared partner network. Independent brands, independent P&Ls, independent customer relationships. The unit economics work because the back-office runs once.
Shared spine · sovereign brands
Principle II
Tools, not retainers
We ship working software for problems the consultancy market still sells as advisory. Priced for SMEs, not procurement departments. The retainer is the failure mode. The tool is the product.
Working software · sharp pricing
Principle III
Operator-fluency over scale
Each vertical is built by people who have shipped in that sector. No generic SaaS pretending to be sector-specific. No deck-writers pretending to be operators. The fluency is the moat.
Sector-built · operator-led
Principle IV
Compounding by hand
No growth team. No paid acquisition. Brands grow because they earn it — referrals, partner network, repeat custom, quiet word. The work is the marketing. The marketing is the work.
Referral-led · quietly compounding
Principle V
Private group, private discipline
No listings, no funding rounds, no exit-shaped decisions. Decisions made for the next decade, not the next quarter. The investor pressure that bends most groups out of shape is absent here on purpose.
Founder-owned · long-horizon
Principle VI
Named for the long game
Amaya is Craig's daughter. The group carries the surname because it is built to be inherited, not sold. Decisions made under that lens look different to decisions made for a five-year liquidity event.
Family-named · generationally held
/ FAQ / BEFORE YOU REACH OUT
Common questions about the group.
If the answer is not here, the conversation is the right venue. The group inbox is monitored personally inside 48 hours.
01What is AMAYA Holdings?+
AMAYA Holdings is a private UK operating group founded by Craig Attoh in 2026. Eleven brands, three verticals, one shared engineering spine. The group is named after Craig's daughter Amaya — built to be inherited, not sold.
02Who founded AMAYA Holdings?+
Craig Attoh — sole director, operator, and shareholder. The group is family-named and family-held. No outside investors, no funding rounds, no exit-shaped decisions. Partner stakes exist inside specific ventures (notably Pharoah Technology, 50/50 with Phil Pereira) but the holding company itself is solely owned.
03How do the brands relate to each other?+
Each brand stands on its own — separate P&L, separate customer relationship, distinct positioning. The spine is shared: Supabase, the AMAYA intelligence layer, the partner network, the agent fleet, and customer routing. Distinctness is the marketing; consistency is the unit economics.
No. AMAYA is intentionally private. No listings, no funding rounds, no exit-shaped decisions. Decisions are made for the next decade, not the next quarter. The group operates on cashflow, partner equity inside specific ventures (e.g. Pharoah Technology with Phil Pereira), and reinvestment of operating profit.
06How does AMAYA Holdings make money?+
Each operating brand sells its own services on its own P&L. ATTOH Digital sells custom websites £1,997–£14,997. Supreme Advisory sells mandates from £9,500. Incorpwise sells formations from £99. BRG Operations sells subscription + outcome fees. The holding company carries no commercial product — it holds the share register, sets capital allocation across the brands, and protects the long-game discipline.
07Where can I reach the group?+
AMAYA Holdings is corporate identity only — each operating brand handles its own customer relationship. For group, press, partnership, or M&A enquiries: [email protected]. We reply personally within 48 hours. For commercial enquiries, route to the relevant brand site directly.
08Why is the group named after a child?+
Because the work is built to outlast the founder. The group is named for Craig's daughter Amaya — it sets the time horizon, the discipline, and the rule about whether to take a decision that compounds slowly or one that pays out quickly. A family name does the same thing a private balance sheet does: it removes the pressure to bend the work out of shape for a five-year liquidity event.
/ HISTORY / HOW THE GROUP WAS ASSEMBLED
A short history. Each brand earned its place.
The group was not designed top-down. It was assembled one brand at a time as the operating spine showed where the next house should sit.
2024
The operating spine
The first surface was a digital agency (then APEX, now ATTOH Digital) and a single internal back-office. The agency funded the engineering. The engineering became the spine. Everything that followed inherited it.
Operating spine · year zero
2025
The intelligence layer
ATTOH.tech was carved out as a distinct brand once the 60-agent fleet was being shared across the agency surface, the BRG advisory work, and the early sector tools. Naming the spine separately made the cross-sells legible.
ATTOH.tech · spine becomes a brand
2026 · Q1
The holding company
AMAYA brand portfolio was incorporated. The brands moved under the holding. The capital structure was set so the family name carries the long-form ownership rather than any individual operating company.
MMXXVI · Companies House
2026 · Q2
The sector brands
Builders Trust, AIFreight, AIBritains, AIEmployment, Incorpwise and Supreme Advisory were each opened as discrete sector or compliance surfaces — every one a brand the agency had been quietly building tooling for and that had earned its own front door.
11 brands · 3 verticals
2026 · Q3
The partner ventures
Pharoah Technology launched as a 50/50 joint venture with Phil Pereira — partner-owned, not solely AMAYA. The structure proves the holding company can hold operator-fluent partner ventures cleanly alongside fully-owned brands.
Pharoah Technology · 50/50 JV
2026 · Q4
The partner network
96 channel partners (formation agents, accountants, R&D specialists, local consultancies) were loaded into the Operating Machine. The partner portal became the second front-of-house — every introduction routes through it into the right brand inside the group.
96 partners · single portal
Forward
The generational horizon
The group is built to be inherited. Decisions are made on a ten-year cadence, not a three-year cadence. Future brands will be added the same way the existing ones earned their place — when the spine shows the operator-fluent gap and the customer pulls the door open.
Decades · not quarters
Always
One householder
The group will continue to be run by one founder, one inbox, one decision-maker at the top. Brand growth is not the bottleneck. Operator-fluency is. The group will only ever be as large as the founder's ability to know every line of every brand it carries.
Sole-director discipline
AMAYA Holdings · MMXXVI
A private UK operating group — eleven brands, three verticals, one playbook.
AMAYA Holdings is the parent of ATTOH Digital, BRG Operations, Supreme Advisory, Incorpwise, Pharoah Technology, and the wider sector portfolio. Strategy lives here. Customer relationships live in the brands.
/ CONTACT / GROUP-LEVEL ENQUIRIES
For press, partnership, or group-level enquiries — write to the holding company.
For everything else — group, press, partnership, M&A approach (the answer will be no), introductions, journalism, partner-network requests, family-office liaison — the holding company inbox is the right address.
Sector intelligence, live client work, and design references from across the ATTOH Digital flagship — the shared infrastructure behind every brand in the group.
Customer names, deal values, mandate specifics, or even the existence of a current commercial engagement. The reference library above is for general design and intelligence references only — the operating practice itself stays off the public record.
If you are coming to AMAYA as a potential customer or partner, you will see the reference work most relevant to your enquiry, under NDA, after the first conversation. That is the shape of a private group — and it is the shape AMAYA Holdings will keep.