We’ve proved you can grow without losing your identity
Joining forces with LSH has allowed Ryden to become a stronger business, not a different one, writes Alan Gilkison
Strategic partnerships are often judged on whether they change a business. A year after Ryden joined forces with Lambert Smith Hampton (LSH), I’ve come to a different conclusion. The best partnerships don’t change who you are, they give you the confidence and capability to become more of what you already were.
From the outset, preserving Ryden’s independence and culture was non-negotiable. Our ambition was to become a stronger business, not a different one and that has proved to be the right approach.
The first year was all about integration. There was a lot of change to manage, systems to bed in and people to support while preparing for our next phase of development. We’ve spent time understanding each other’s strengths, connecting clients, sharing expertise and identifying opportunities for both businesses. Today, Ryden is working on national instructions, supporting major UK organisations and benefiting from stronger relationships flowing across the wider LSH network.
Our relationship with LSH has also given us the confidence to think bigger. We currently have several strategic growth projects in progress, alongside targeted recruitment, acquisition opportunities and expansion into new service areas, including the return of our loan security offering. While many of these take time to complete, the foundations have now been laid for long-term, sustainable growth.
That confidence has been reflected in our performance too. We outperformed our profit target by 23 per cent and delivered a 7 per cent increase in profit on the previous year.
Any successful business relationship is about people as much as performance. One of the biggest lessons I’ve taken from the past year is the importance of communication. During periods of change, leaders can never communicate too much. While we were focused on integration and delivery, we also learned that taking people with you every step of the way is just as important as making the right strategic decisions.
Scotland has no shortage of opportunity. The challenge is turning ambition into delivery. Planning reform, infrastructure investment and greater confidence will determine whether sectors such as data centres, life sciences, advanced manufacturing and renewable energy realise their potential.
In the second year of our partnership with LSH, our focus shifts firmly towards growth. The integration phase is behind us, now it’s about delivering acquisitions, attracting exceptional talent, expanding our service offering and helping shape the next chapter of Scotland’s property market.
I’m also passionate about our early-career professionals. We’re determined to provide clear career paths for our people, and as we expand into new service areas and continue growing the business, we’ll also be creating opportunities for that next generation.
Weve proved over the past year that it's possible to grow without losing your identity. That’s something I'm incredibly proud of, and it gives me enormous confidence about what comes next, not just for Ryden, but for our clients, our people and the future of Scotland’s property sector.
Alan Gilkison is Managing Partner at Ryden
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