Open Roles
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As both an employee and a member of the EOT Council, I’ve seen how this model strengthens our shared purpose and accountability.
Employee ownership reinforces that we’re all working toward the same long-term goals. We’re not just employees—we’re co-owners, invested in the success of a firm that supports purpose-driven organisations across education, research, society, and the environment.
It’s brought more care, more curiosity, and a clearer understanding of the value in how we work together.
We’re also finding ways to bring our global colleagues closer with shared initiatives that connect teams across time zones. The aim is to build stronger communication, more collaboration, and a culture that truly reflects the inclusive, professional, and values-led approach we’ve always strived for.
Being part of the EOT reinforces the culture we already had: one that values professionalism, inclusion, creativity, and impact. It’s not a slogan—it’s how we approach the work. Employee ownership has simply made that commitment more intentional.
Overall, being an EOT is not the endpoint, but a way to keep building something sustainable, fair, and rooted in shared values.
