Laura Stewart
David Campbell, Chair
What inspired you to take on this role?
I was first approached by Sovereign Capital five years ago for a similar role that wasn’t quite right for me at the time, but they got in touch again last summer with an opportunity to meet the team at Equilibrium. The initial discussions piqued my interest, I liked the team and ultimately agreed to take the role as Chair.
I have quite a lot of financial services experience in large firms (JPM and Deutsche) where at one point, I ran fixed income trading and more recently, in three smaller private equity ventures as both CEO (Tilney/ now Evelyn) and a couple of other investor/ Chair roles in short-term lending and foreign exchange businesses. Given my background, I felt I could help the team on the next stage of their and the firm’s development.
The non-executive role offers the opportunity for influence (to be earned!) without specific day-to-day executive responsibility and demands a good rapport with both the private equity sponsor and the Equilibrium team. So far, I have really enjoyed that interaction.
Where do you see the biggest opportunities for Equilibrium in the next five years?
Equilibrium is well-positioned for growth over the next five years, thanks to strong support from Sovereign that enables us to expand and leverage interesting opportunities. Growing the business organically and integrating talented professionals through both hiring and company acquisitions will enhance and deepen the pool of expertise and should help deliver more value to clients.
Adding scale will also help us to reduce external platform and investment costs for clients as well as extend our service proposition. However, these things take time and individual and company ‘fit’ are important constraints in that process. That said we are making good progress on several ideas in this regard.
How will you ensure the business continues to put clients’ wellbeing at the heart of its strategy?
We are a service-led business, and our priority must always be on delivering the highest standards of client care. This is achieved by investing in support infrastructure and ensuring our teams are well staffed, comprising qualified professionals with the appropriate expertise and experience, so clients consistently benefit from high-quality service and continuity of coverage.
We actively encourage staff development and growth opportunities, which not only enhances their skills but also helps maintain long-term relationships with our clients. None of that focus, which is a huge part of the current Equilibrium DNA, will change.
What role does culture play in driving success, and how will you nurture it?
Culture, as just noted above, has been fundamental to Equilibrium’s success and it’s fair to say the tone has been set from the top. Debbie and Colin have set a high bar in terms of values and standards, creating a strong ethos for the entire organisation.
Growth will challenge that but having an acute awareness of this will help maintain the status quo and there are a lot of very capable, grounded people who like working here for this very reason.
David Chennell, Chief Financial Officer
What private equity experience have you had previously, and what does success look like to you?
As a Chartered Accountant by trade I have worked for many companies across multiple industries and spent the past nine years working in a range of private equity-backed companies, where I specialised in buy-and-build strategies and scaling businesses through acquisitions, having successfully integrated over 50 companies to date.
My recent transition into the financial services sector has been particularly rewarding, allowing me to apply my experience in driving growth, enhancing integration, and leveraging established infrastructure for cost efficiencies and improved service. I see tremendous opportunity to continue acquiring complementary businesses while also focusing on organic growth through innovative marketing and digital initiatives, paving the way for future success and continued value for our clients.
What does your typical day look like?
There’s rarely a “typical” day in my role as each one brings fresh opportunities and challenges. My focus is on using data and insights to set long-term goals, while driving strategy to attract new clients and expand our reach.
Financial reporting and planning play a big part, as I hold teams accountable and guide progress. Acquisitions are a way to strengthen our business, not just grow it. The investment from Sovereign highlights our strong proposition and potential to reach a wider market. I’m really excited by the journey ahead and proud to help shape the future of the business.
What significant changes can we expect to see in the next 12 months?
In terms of the buy and build strategy, there’s an element of unpredictability as these opportunities can be like buses. We’re currently pursuing two promising offers and I’m eager to see them both succeed. By next year, I hope we will have acquired at least one, if not both, of these companies.
I believe the discussions we are having now are crucial. Maintaining open dialogue is essential, as a business that isn’t ready to move forward today may well be in a position to do so in a couple of years, and the relationships we foster now could ultimately bear fruit in the future.
Clients will not experience any change and can expect the same high quality and level of service they have come to expect from us. As the company grows, there is every likelihood that clients will benefit from increased investment and an even stronger proposition. For employees, this growth will bring new opportunities, enhanced onboarding, and measured integration into an expanding organisation.
