Andrew Reynolds
Consultant Rider Levett Bucknall (RLB) has appointed Andrew Reynolds as its new chief executive as the company announced a series of new board appointments and a restructure.
The rejig came as RLB set outs ambition to grow turnover to £150m over the next ten years, from the 2019 level of £80m. The company said it also wanted to maintain “sustainable” profit and remain independently owned.
Reynolds moves up to the CEO position, having served as the UK and global board director since 2001.
Alongside his change of role, Dean Sheehy, who has been at RLB for nearly 13 years, initially as a managing partner and then as a director, has become operations director. Mark Weaver, who has worked for RLB since 1998, is commercial and technical director, Stuart Stables is finance director and Ann Bentley, a member of RLB’s global board since 2012, is non-executive director.
RLB grew its turnover by 40% between 2017/18 and 2018/19.
The RLB main board (from left to right: Dean Sheehy, Ann Bentley, Andrew Reynolds, Mark Weaver, Stuart Stables)
Andrew Reynolds, chief executive of RLB UK and global board director, said: “RLB UK today is a completely different size and scale to where we were five years ago, and we continue to evolve to remain future fit. We have always prided ourselves on being an independent, employee-owned business– offering independent advice to our clients and at the same time offering an opportunity for every member of our staff to become an owner in our company. We believe it is this autonomous structure that has underpinned our success combined with a passion to deliver the best outcomes for our clients and a commitment to driving best practice in everything we do.”
Dean Sheehy, operations director, added: “With the amazing talent we have nurtured and attracted at RLB, over the last five years we have grown our turnover from £42m to £80m, increased our profit fivefold and doubled our team in the UK to 675. I am extremely proud of what our business has achieved. Our industry is ever-evolving and we have made changes to our structure to ensure we will make the most of the opportunities the next decade brings, setting ourselves ambitious targets to secure the longevity of our business.”
Reynolds added: “Building a business for the future is one thing. However, growing a business that is focussed on delivering success for clients in a shifting industry whilst upholding our cultural ethos, of devolved ownership for staff and opportunity for people to thrive in tomorrow’s industry, is something quite different. Being independent has enabled us to build a ten year plan to achieve this ambition.”
