Image: Campbell Tickell
CT at 25 – just do it!
As Campbell Tickell celebrates its 25th anniversary, its founder reflects on how the organisation has developed in a rapidly changing world
PEOPLE & CULTURE
Greg Campbell
Partner, Campbell Tickell
Greg Campbell
Partner, Campbell Tickell
Issue 75| December 2024
Twenty-five years – it’s a long time, and plenty has happened. In many senses though, it doesn’t feel that long.
What was in the headlines 25 years ago? We had a new(ish) Labour government intent on changing society for the better. There was more government money than there is now – the economy was in a stronger state than we find it post-Brexit, post-Covid, post-austerity, post-Russian invasion and energy crisis. There were more resources available for preventative services, for initiatives such as SureStart, and for community and estate regeneration. There was homelessness – but less than there is now. A lot of housing was unaffordable – but less than it is now.
The early years
As for the consultancy, what were we doing in the early years? Strategy, governance, business planning, risk management, stock transfer, regeneration, community development, procurement, communications and PR, interim management and more, working with housing associations, local authorities, supported housing providers and charities.
To be honest though, at the start, there was no plan to develop an active and thriving consultancy providing a range of services. Rather it was about exploring something new and different, something I felt I could be good at, for which I could demonstrate a range of skills and expertise, and which I had delivered in various organisations previously as a quasi-internal consultant. And I had strong networks in the housing association (HA) and local authority (LA) sectors, and I knew and got to know other jobbing consultants and potential collaborators.
What’s changed?
So, what has changed since then? In many respects, quite a lot. In housing, regulation, for instance, which was prescriptive, became much lighter touch – with some tragic results in part related to this – and has now become much more full-on. Building safety legislation, reasonable resident expectation and proactive regulation have meant HAs pivoting away from development at scale in favour of improving their existing stock. We see less regeneration activity currently – but it is hopefully on the way back at scale. Stock transfer from LAs to HAs has long gone (and is unlikely to return without gap funding), but there is considerable transfer of stock between associations. And there are now increasing numbers of new entrants – pensions and other institutional funds and for-profit registered providers.
As for how we work and how we’ve changed as a consultancy, in the early days, it was me and the 40-strong network of associate colleagues that I developed. Then, five years on, it was James and myself – we agreed to link up when he chose to move on after 10 years at the National Housing Federation. And gradually we grew our in-house team.
We are now at 50 staff members, plus a substantial national network of associate colleagues, many of whom we have worked with for a good number of years. From my perspective, we have a brilliant team – by a long chalk the most committed and talented group of colleagues I have ever worked with.
Our strength is in part reflected in the gongs we have been awarded: five years in the Institute of Interim Management’s Silver Tier (ahead of many national and multi-sector providers), two years at Consultancy UK’s top Diamond rating for housing sector consulting and rated Gold for local government and for non-profits consulting. And we achieved Certified B Corporation status, assessed as meeting high standards of social and environmental performance, transparency, and accountability.
Wide-ranging expertise
Collectively we have deeper and wider expertise. The range of services we provide has broadened considerably – finance; mergers; different kinds of stock transfer; innovation, transformation and new operating models; and substantial recruitment operations – permanent, non-executive and interim. We work across a variety of sectors: social care; health; sports and leisure; public and trade bodies; national and international charities; and commercial organisations, in particular institutions and funds, contractors, developers and housebuilders.
Our geography has extended too – we operate throughout the UK, across Ireland, and in Europe. Our international work has extended to the Eastern Caribbean.
Are we still making a difference? Is it still fun? Is it still an intellectual challenge? Are we still helping organisations get better at what they do for tenants, residents, service users, communities? Do we continually test ourselves to avoid complacency, remain relevant and deliver thought leadership?
Yes (hopefully) to all of those questions.
What’s more, we have, I believe, been able to retain our soul, our ethos, our commitment – there are some organisations that we will not work for (no, don’t ask!); and there are some types of work we will not take on; and there are some clients we have sacked on grounds of unacceptable behaviour or a refusal to engage appropriately (no, definitely don’t ask!).
So – are we still up for it, and committed to exploring new and better ways of helping organisations improve? Absolutely!
Here’s to the next 25!
“We have, I believe, been able to retain our soul, our ethos, our commitment.”
