My co-founder, Peter Hargreaves, and I launched Jones Hargreaves in the depths of the credit crunch – a time of seismic change across the property industry.
Although we were at a relatively early stage in our careers, we both had an ambition to run our own businesses.
In reality, we took that step earlier than expected when our workplace was forced to close.
It was an uncertain and challenging moment, but also a catalyst. It created a ‘now or never’ mindset that pushed us to build something from the ground up.
At the same time, I had a young family. Stability mattered. Balancing that with the risk of starting a new venture meant quickly adapting to a mix of excitement and pressure. It never fully goes away.
From day one to where we are today – a national commercial property consultancy with a team of 56 and growing – every major decision has involved careful judgement.
That balance of risk has ultimately been a positive driver: keeping us close to the market, focused on long-term relationships, and committed to delivering high-quality work with a strong, multi-disciplinary team.
From the outset, we were clear on building a sustainable, self-funded business. Our growth has been entirely organic, driven by word of mouth, trusted client relationships and bringing in talented, motivated people who want to be part of the journey.
What often goes unsaid is how much patience that kind of growth requires. For several years, we were a small team, focused on building solid foundations.
As we grew, hiring was deliberate – built on relationships and shared values, ensuring we attracted people who could excel and genuinely wanted to grow with the business.
Today, I’m proud of our team members. They have the expertise and judgement to navigate ongoing headwinds in the property sector, with a clear understanding of markets and the impact of decisions at every level.
We’ve also placed real emphasis on culture, creating an environment where people feel valued, supported, and connected.
But more importantly, leadership is about trust: giving people the space to develop, make decisions, and take ownership of their specialisms.
That autonomy is where great work happens and a huge aspect that, in my view, founders really need to lean into.
As one of a small number of independent national commercial building, project, and sustainability consultancies in the UK, Jones Hargreaves is positioned to deliver across a wide range of projects to help clients unlock and enhance asset value.
But behind any growth story is a constant cycle of pressure, decision-making, and recalibration.
Progress is rarely linear
In property, progress is rarely linear. Projects require significant time, energy, and coordination.
As a founder, the accountability is absolute. That mindset takes time to adjust to, but it’s part of the role. That said, while performance matters, so does perspective.
The wellbeing of our team and their families remains fundamental to how we operate.
Looking ahead, Jones Hargreaves will continue to work with great people to deliver high-quality outcomes, underpinned by discipline, resilience, and a commitment to doing things the right way.
That’s what keeps our business not only competitive but somewhere people are proud to be part of.