Standguide Group has embarked on a new journey by becoming 100% employee-owned. This strategic move is part of a growing trend in the UK towards alternative business ownership models.
Transition to Employee Ownership
In a significant move, Standguide Group has transitioned to a 100% employee-owned model. This decision, supported by the North West law firm Brabners, reflects a growing trend among UK businesses towards adopting alternative ownership structures. By shifting to employee ownership, Standguide aims to secure its independence and establish a sustainable succession plan, ensuring longevity and stability for the company.
The Role of Brabners in the Transaction
Brabners, a law firm with extensive experience in guiding businesses through ownership transitions, played a central role in Standguide’s journey to employee ownership. Their specialist employee ownership trust (EOT) team has advised on over 50 similar transactions in the past four years, including notable clients such as Crystal Doors and Jon Matthews Architects. This expertise has been crucial in facilitating smooth transitions and preserving the unique cultures of their client companies.
The firm’s involvement underscores the growing appeal of the employee ownership model, which prioritises the interests of human capital and ensures business continuity. Brabners’ track record in this field highlights the increasing recognition of employee ownership as a viable and beneficial business structure.
Background of Standguide Group
Standguide Group, based in Ashton-Under-Lyne, has been a prominent provider of employment, education, and health-related services in the UK since its inception in 1990. Founded by George Bains and Phil Slater, the organisation has steadily grown, expanding its workforce from 80 to over 300 employees. The company’s client base includes major organisations like the Department for Work and Pensions, the NHS, and the Ministry of Justice.
Mark Owen-Long and Jim Gambles, who took over the company in a management buyout in 2018, have been instrumental in driving Standguide’s growth. Their leadership has been pivotal in maintaining the company’s reputation as a people-centric business. Both executives have emphasised the importance of sustaining Standguide’s core values and ensuring continuity for long-serving employees.
CEO’s Perspective on Employee Ownership
Mark Owen-Long, CEO of Standguide, expressed strong support for the transition to employee ownership. He highlighted that the company’s success has always been built on its people, with a significant number of employees having over 25 years of service. Owen-Long stated, “Above all, Standguide is a people-centric business. Our people have long been at the core of our success.”
The decision to embrace employee ownership emerged after careful consideration of various offers to buy the business. Standguide ultimately chose this path to preserve its culture and values, align with its long-term vision, and safeguard employee interests. The transition signifies a commitment to maintaining the company’s identity while fostering future growth and independence.
The Growing Appeal of Employee Ownership in the UK
Employee ownership has become increasingly popular among UK businesses seeking to protect their cultural identity and independence. Brabners’ partner Stephen Hadlow stated, “There are so many reasons that employee ownership is the fastest growing business ownership model across the UK.” The model is particularly attractive for organisations that prioritise their people and aim for a stable succession plan.
The rise in employee ownership transactions reflects a broader shift in business thinking, where human capital is placed at the forefront. The model empowers employees, strengthens organisational commitment, and ensures the preservation of company values. As more businesses recognise these benefits, the trend is expected to continue upward.
Future Prospects for Standguide Group
With the transition to employee ownership, Standguide Group is poised to enter a new era. The model not only secures the company’s independence but also strengthens its internal governance by giving employees a vested interest in the business’s success. This shift is anticipated to boost morale, enhance productivity, and attract new talent keen to be part of an employee-led organisation.
Standguide’s decision aligns with its long-standing commitment to fostering a supportive and inclusive workplace. The company believes that employee ownership will drive innovation and resilience, enabling it to adapt to future challenges and opportunities. By retaining its core values and independence, Standguide aims to continue its growth trajectory while staying true to its mission of serving clients effectively.
Conclusion
The transition of Standguide Group to an employee-owned model marks a pivotal moment in the company’s history. This strategic move not only preserves the firm’s core values but also sets a foundation for sustained growth and independence. With employees at the helm, Standguide is well-positioned to thrive in the evolving business landscape.
Standguide Group’s shift to employee ownership strengthens its position for future success and stability. The company remains committed to its values and mission, ensuring a bright future for all stakeholders.
