170
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We hope you will be inspired by the depth and variation of the careers of some of our key alumni and exceptional staff who have kindly authored the features you are about to read. They are all special, in particular you might think Gerald Kaye’s insightful reflections on working with Savills over 40 years, or Phillippa Railing’s notable overview from an EA’s perspective (Everyone’s Assistant!) on the evolution of technology in her 41-year career to date, or indeed Johnny Dudgeon’s exceptional piece remembering the late Roland (Roly) Machin are special. Joining Savills in 1974, Roly went on to run the Lincoln office and was the very epitome of a Savills surveyor, an absolute core representative of our values and heritage to reflect on in this our anniversary year.
A very warm welcome to this special edition of the Savills Alumni newsletter, celebrating our 170th anniversary.
Of course the choice is yours, have a giggle with the Chair of Rural, Andrew Harle, gasp at the murder mystery of one of Amelia Greene’s early lettings, or investigate The Circle Partnerships exceptional focus on mentoring of women for senior leadership roles by Vanessa Murray- we suspect you’ll find something surprising and informative. On behalf of the many here who have been party to this production, what fun and thank you. Revel in the memories and be inspired by the courage of those who have or indeed continue to pave the way unassumingly and indirectly for your careers. We cherish them greatly.
Get in touch
Copyright © 2025 — Savills
David Williams
Executive Director, FRICS Savills UK Limited
edition 09
Savills Alumni
Explore this issue
Contents
Business News
A personal message from Mark Ridley, Group CEO
Alumni Interview
Alice Murray; Clearbell Capital LLP
Introduction from James Sparrow, UK and EMEA CEO
Grace Cassady; Savills Alumni Future Leaders
William Donger; Thomas White Oxford Ltd
Insights from Savills Next Generation
Eloise Turton; Martley Capital Group
Employee News
Alan Plumb; retiring after 36 years
George Gawthrop; East Green Energy
Olivia Haslam; Savills Education Sector Group
Chris Birakos; returning to Savills Bristol
Andrew Harle; Full Circle
In Memoriam; Roland Machin
In Memoriam; Savills staff and alumni
Emma Lawrence; Landsec U+I
Vanessa Murray; The Circle Partnership
alumni letters
Gerald Kaye and David Williams
Duncan Hall; retiring after 35 years
Derek Lloyd; retiring after 20 years
Alastair Deighton; supporting our armed forces
Ben Rebeiro; Four Seasons
Jess Hill; Savills Padel
Savills Padel Research
Kate Bedson; SEGRO
Dominic Grace; Recollections on 37 years of growth, grit, and greatness at Savills
employee news
Philippa Railing; 40 years on in technology as a secretary
Our biggest 'people' news
Alumni Meeting
Alumni aboard the HMS Wellington
George Tindley and Jeremy Aitchison; Supplies to Ukraine
Clive Beer; Estates & Agency Group
I see it as a fitting tribute to these early pioneers that in the last twelve months, we have consolidated our ownership in India and where we now have 10 offices, employing 800 people, whilst in March this year, we established Savills across the Philippines, headquartered in Manila, with over 400 staff. Our growth and the success we have achieved, is no small part down to the strength of our Alumni and my heartfelt thanks for your superb support – it has been a joy and a privilege serving you. With my best wishes.
Dear Savills alumnus
Mark Ridley, Group CEO Savills plc
I am not going anywhere yet!
It is an absolute pleasure in my last year as Group CEO of Savills to send you our special 170th anniversary newsletter. There are some defining careers to treasure and some exceptional former staff to fondly remember, all of whom contribute to the unique DNA that makes up the Savills business. To think back to our inception in 1875, when Alfred Savill set up our first office in the City, with Gladstone just becoming Prime Minister, no-one I am sure could have suspected that Savills would grow into the global business that it is today.
Mark Ridley
Group & Global Chief Executive Officer
Mark addressing the US winter trip in London
Mark speaking at head office in London, 33 Margaret Street
PLC Board visits Dubai
Mark Ridley and I started working closely together in 2005 and 20 years on, it has been quite a journey. Business has not been without it challenges in the intervening years, but we have had a lot of fun and he has been a massive support to me. He has done an unbelievable amount for the business and he retires at the end of the year with our enormous thanks and gratitude. He can at last get on his boat with his wife and set sail to places with no mobile reception! For several years now I have been saying we are through the worst and next year will be better. I have decided my new strategy is not to say anything at all! This year has thrown up more dramatic geopolitical events and global challenges. But the world of real estate continues to hold its place, as it always has and always will. Alongside this, Savills continues to develop and thrive, close relationships and trusted advice are more critical than ever. When I joined Savills in 1988 the turnover was £21.8 million. Last year, we reported the turnover of the UK business alone exceeded £1 billion for the first time in our history. This is in no small part down to the wonderful support we receive from our clients, many of whom are Alumni - we cannot thank you enough.
Despite my strategy not to make predictions, I do feel more confident looking ahead. Savills is in great shape and despite it all, the markets look set to gradually improve. Most importantly our culture is as strong as it ever has been. For myself and Mark that has always been the gold dust and I know our incoming Group CEO, Simon Shaw, with whom I have worked alongside for 10 years, feels the same. As ever this newsletter contains lots of fascinating articles from current employees, Alumni and friends of Savills alike. I hope you enjoy it.
I hope you and your families are well. It may be an age thing but as time passes by, the importance of the Savills Alumni becomes more significant to me. With so much uncertainty in the world our Alumni network gives us all a sense of longevity and stability.
James Sparrow, CEO UK and EMEA
A very warm welcome to our newsletter
James Sparrow
Chief Executive of Savills UK & EMEA
Visting the Milan office
James and Nicola visit the Stockholm office
David Williams steers the alumni network at Savills with irrepressible energy. With the focus to date largely on the senior director/executive level, we felt it was vital to expand this remit and create a broader network for everyone to benefit from. With more than 120 alumni already engaged and numbers continuing to grow, this network is about maintaining the relationships shaped at Savills and ensuring they continue to bring a wide range of value to our professional lives. I’m excited to be leading this programme, which will serve as both a professional community and a practical resource. Whether you’re looking to reconnect with former colleagues, expand your network, or stay informed on industry developments, this network is here to support you.
We recognise that many alumni have moved on to senior roles, client organisations, or entirely new disciplines. Our aim is to maintain and strengthen those connections and support business development for all involved. As we all know, it’s more enjoyable to do business with those you know, like, and trust! The network’s purpose is simple: to be a connector. Whether you need advice, introductions, or support navigating your next move, this community offers a platform to engage. We will also host events to keep those connections active, the first of which was a quiz night in May 2025.
We’re pleased to introduce the Savills Future Leaders Alumni Network; a new initiative aimed at reconnecting and supporting former colleagues who left the business from newly qualified to junior Director level.
grace cassady
Director Central London Investment and Leader of Savills Young Alumni
Quiz night in May 2025
Savills Future Leaders Alumni Network
Long term, our ambition is to create a space that fosters continued collaboration and shared success. We believe the value of this network lies in its people: talented and ambitious professionals with a shared history.
What might be called 'work' started for me in 1974. To give a flavour of that time in the UK: of the approximately forty undergraduates in my year at Pembroke College who graduated in 1974, at least half had left the country by 1977. In that unfavourable economic climate, I didn’t join the exodus until 1975. Albeit unconventional, I had by then become something of a specialist in rapid exits. I left Oxford with a poor degree and a flurry of unpaid bills. I stopped teaching at Sherborne after just one year, when it became clear that no one was listening to me in the classroom. Next, I went out to India - but again, I had to leave Mumbai in a hurry. The Indian Customs and Tax Office didn’t believe I was legitimately employed as a teacher. They struggled to understand how I could be teaching at Mayo College in Ajmer while appearing to enjoy the test cricket and Tony Greig’s team at the Brabourne Stadium, all while residing at the exclusive and entertaining Breach Candy Club. Back in the UK in 1977, my bank manager made it very clear that I needed an income and should find a job. I was invited to attend an interview with the partners at Daniel Smith, a West End firm; however, I happened to be in the Tropical Diseases Hospital in St Pancras at the time. The arrangement there was that I received necessary medical care but could not leave until the experiments they were conducting on me had been completed. This meant five weeks as a test subject, in exchange for free accommodation and meals.
1976 - Mayo College, Ajmer
1983 - Hard at work!
William Donger
CEO, Thomas White Oxford Limited
Savills has been a major part of my career, spanning 25 of my 50+ working years. Before reflecting on my time there from 1995 to 2020, I’ll briefly share some background on the 21 years before George Inge (Managing Partner, Savills, 1988) and Rupert Sebag-Montefiore invited me to open the Oxford office for L&P.
The initiative test I faced was to attend the interview and return to the ward without being missed. I passed the test. My starting salary was £1,280 per annum, which gives some indication of my market value to the partnership of Daniel Smith in March 1977. Despite this unpromising start, I was a partner by 1983, with a decent roster of clients. Once inflation began to fall from its peak of 27%, the business traded successfully through the eighties. To grow, it needed to take judicious business risks - but under a partnership structure, every partner had to agree to each new project. Until 1989, this was manageable, but the savage downturn from 1990 onwards meant consensus became impossible. Followed by some clients, I left Daniel Smith and took significant business to Cluttons, where I started as a partner in 1992. This proved to be a poor decision. The problems were the same, only bigger. Eventually, my clients made it clear they had had enough and I was warned they would take their business elsewhere unless I found a firm they considered acceptable. It was an instructive time. After exploring other firms, I concluded that Savills encapsulated what my clients required: a strong brand, the ability to invest in infrastructure, sound accounting systems and IT. Alongside this was a meritocratic and energetic group of individuals, focused on success and reward. The float in 1988 had given Savills the ability to apply capital efficiently, something traditional partnerships struggled to do.
For twelve years, we grew the business relentlessly. Almost everything was moving fast. Desks and seating changed every six to nine months, the IT was continually upgraded and Microsoft effectively ended the dictation of letters and the evening rush to catch the post. I lost innumerable Nokia 3610s across the UK and actively contributed to the end of the Savills company car scheme for L&P. I was frequently assigned cars due to be retired from the system and as I clocked up many miles in these venerable vehicles, I managed to write off at least four of them before the scheme was finally shut down. Not everything went to plan, but one event illustrates part of the reason for Savills’ success. I suffered a sudden and serious medical incident (a major heart attack at the age of 49) and was out of circulation for two months. Rupert and Jeremy were both very supportive. A substitute was arranged in my absence and I received full backing until I was fully recovered. This gave me great confidence in the business and, in turn, Savills earned a deep degree of loyalty from me.
The Savills ethos was uncomplicated and open. Financially, if you made good margins you were left alone. To do that you had to provide the best service to your clients. In short order I opened a number of residential sales offices, larger multiservice hubs and even residential land and sales teams within Commercial offices in Manchester and Birmingham. We focused on strategic land, asset management and planning and development. We opened where we could see that within a reasonable period Savills would be a dominant force, if not number One. Our launch parties were legendary. After that intense period, and as L&P integrated with Commercial, I left the Western Region and moved back to London. At Grosvenor Hill, I started two new business streams. One of them proved successful, helping to build scale in the repeat management income stream for Savills. The Crown Estate and The Wellcome Trust were two significant clients secured during that time.
By 2018 I was well past my Savills sell-by date and all the batons had already been handed to those ready and capable of taking over. Fortunately in the years leading up to this I had also been progressing what began in 2011 as a minor planning initiative and land acquisition opportunity on behalf of St John’s College Oxford. That small beginning had grown into a significant project. By 2018 Oxford North was a development of such scale that it required my full-time attention. In 2019 with the guidance of the Savills Planning Team we secured consent for 500 houses, 970,000 sq ft of offices and laboratories, a 180-bed hotel and ancillary retail on the edge of Oxford. I finally stepped out of Savills in 2020 after 25 years and went full time on Oxford North taking up the role of CEO at Thomas White Oxford Ltd, the investment arm of St John’s College and backer of the scheme. St John’s had been one of my original clients back in 1992 so late in my career I moved ‘client side’. I now see Savills from a customer’s perspective. I work with a range of motivated teams and it’s been interesting to see how quickly both sides have adjusted to the new professional relationships that underpin a successful project. It’s fair to say that having started my career in a rather haphazard fashion I often made poor decisions. Why it took me so long to begin operating efficiently and productively is a story for another time but I did eventually find my stride. Much of that shift was thanks to what I learnt at Savills. I made up for a poor start and thoroughly enjoyed working with people and clients I respected. I learnt the most from the many colleagues and friends I made there, some now retired and others still part of Savills.
It is fair to say that having started my career in a most haphazard way I often made poor decisions. Why it took me so long to start operating efficiently and productively is for another day but I did finally 'get into my stride'. Much of that change is due to what I learnt at Savills. I made up time from a poor start and enjoyed the process of working with people and clients I respected. I learnt most from the many colleagues and friends I made there, some who have retired and some who are still in Savills.
Margaret Street is still a meeting place for me and I thoroughly enjoy seeing old colleagues and meeting new faces. Long may this culture last!
CEO, Thomas White Oxford
William Donger; reflections on a career of two halves
1983 - Winning Bank of Boston Grand Prix
Head of Asset Management & Sustainability, Clearbell Capital LLP
Alice Murray; building a career on strong foundations
I really didn’t want to do a rotation in agency but was persuaded by Olly Bamber, my mentor, to join the City Agency team. I ended up loving it so much, under the wings of Jimmy Gillett and Paul Bennett, I stayed. What I found most valuable was being right at the heart of the market. You’re face-to-face with tenants, getting to know what works and what doesn’t. That real-time feedback is so valuable. You also get a lot of client exposure early on, which is great for building confidence and commercial awareness. I still draw on those lessons today. I’m now Head of Asset Management & Sustainability at Clearbell Capital, where I’ve been for nearly five years. We’re a real estate private equity fund manager focused on UK value-add opportunities. Our approach is hands-on and entrepreneurial — we invest in assets that need repositioning or reimagining and work closely with our project teams to unlock potential. Our portfolio spans industrial, office and mixed-use assets, and the focus is always on driving performance through active asset management and thoughtful refurbishment. In my role, I oversee both asset management and lead the development and implementation of our ESG strategy across the firm's portfolio, along with supervising the development of Clearbell's environmental management system. What I love about the role is the mix of strategic thinking and practical problem-solving. Some of our projects that I’ve particularly enjoyed playing a part in include the redevelopment of the Kodak building on Kingsway in central London, and the refurbishment of Britannia Street in King’s Cross, which helped us achieve a successful pre-let. But for myself, the real highlight is getting out on site — especially industrial inspections — and working with tenants and consultants to figure out how to make spaces work better.
Alice Murray
Head of Asset Management and Sustainability Clearbell Capital LLP
Looking back my time at Savills laid the foundation for how I approach everything I do in my role today. I joined the graduate scheme in 2015 and like all grads began with a few rotations before settling into the City Agency team.
It’s incredibly fulfilling to unlock the potential of a building and watch it evolve into a space that truly works for the people that use it. That focus on how spaces function for occupiers has stayed with me since my early days at Savills — being on the ground, learning directly from tenants and seeing first-hand what drives value. The connections from Savills still run strong. We work regularly with the Portfolio Valuations team, as well as the City and West End Office Agency teams. It’s always a pleasure to reconnect with former colleagues and collaborate in a new context. The alumni network is still very much alive and emboldened by Grace’s arrival and a huge asset. The property landscape continues to evolve, and at Clearbell we’re spending more and more time thinking about ESG, tenant wellbeing and future-proofing assets. It’s a challenging market, but one that also offers real opportunity for creativity and innovation.
Britannia Street external
The Kodak - reception
I’m proud of the journey so far and grateful to Savills for giving me such a strong grounding. It gave me the tools and confidence to explore where I really wanted to be — and to enjoy every step along the way.
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My 25 years at Savills
CEO, Estates & Agency
Clive Beer; my 25 years at Savills
I was in my early 30s when I joined Savills in 1999, as a land agent in the Shropshire office. It was a wonderful time to start with the company - under the inspiring leadership of the Chairman, George Inge and the Managing Director, Geoffrey Van Cutsem. The business I joined was a wonderfully entrepreneurial platform with a zesty esprit de corps that allowed people with good ideas just to get on with them. And I had lots of ideas. I could see that the sector really provided an opportunity for professional thought-leadership and just a couple of years after I joined, I was able to prove it when the Antrobus Case fell on my desk. In 2002 Antrobus established the case law which determines the characteristics of agricultural property that qualifies Agricultural Property relief from Inheritance Tax. It was a wonderful segue for me (which I hadn’t earned) and placed me in the midst of creating case law - a huge honour and the gateway to what my career would become.
Clive Beer
CEO Estates and Agency E&A
Life at Savills was hugely serious, hugely commercial, hugely ground-breaking and hugely fun. It was an incredibly exciting place to be, and I was grateful to be there.
Giving expert evidence on cases within the adversarial intellectual violence of the courts taught me not to worry about the answer, but to worry about the thought process - if it’s genuinely robust the answer will always be the correct one. It’s a belief that stood me in good stead over my 25 years with Savills, during which I was to play an interesting role in the development of case law and expert witness practice. Since Antrobus, the whole landscape has changed: before, an expert witness who gave bad or misleading evidence was never sued; now he/she can be found in contempt and receive a custodial sentence. So real expertise in expert witnesses has become crucial and over 20 years we trained over 250 people to give expert evidence in court. It was a real privilege to be a leader in that area of practice. This welcome shift led to a whole new way of looking at how we do trustee and non-executive work. In the early years of the century, we led on professionalising the whole approach, dealing with trustee work with the same meticulous precision as expert evidence. The professionalisation of the sector was hugely rewarding and created a whole new area of business, that became a great referrer to the rest of Savills.
Achieving such a transformation is easy when you’re working with the sector’s top experts, as I was. Today Savills is the only surveying firm in the world with STEP (The Society of Trust and Estate Practitioners) - qualified practitioners, and I’m very grateful that Savills allowed me to lead on that. It made perfect business sense: if you focus on excellence, the money will follow; if you focus on money, you’ll never create the right culture for success. Savills allowed me to develop the right culture: I was always surrounded by the market leaders in their fields such as Mark Egar, Alex Lawson and Justin Marking. I was always supported by the exceptional leadership of Hugh Coghill and Philip Gready, successive Heads of Rural. They gave me the free rein to get the job done and it was a joy to work with them. Last year, after 25 years, I felt I was ready for a change. I’ve always believed that one should seize the day. I’ve never regretted anything I did, only the things I didn’t do, so my mantra is ‘If in doubt — do it!’. Therefore, at the age of 57, I have started a new chapter.
Now I am using all the skills that Savills developed in me — in property, taxation, litigation and trust management — to be CEO of Estates & Agency (E&A), a family-owned property investment and development business (and an important client of Savills) with significant holdings in London, including an extensive portfolio of offices in the West End, and a strategic land business . It’s an exciting challenge, and one which I would not be embracing without the wonderful opportunities presented by my quarter-century with Savills. E&A has been led by two brothers, John and Stephen Rosefield, who both read law at Oxford with John going on to study for an MBA at Harvard and Stephen becoming Managing Partner of the legal firm Paisners: I can assure you every day is a school day. I’m surrounded by brilliant people, just as I was at Savills, and I’ve taken with me a conviction that Savills instilled in me: that if you allow brilliant people to do their thing, they’ll excel. E&A is like a mini-SOE, a huge amount of fun and very understated. I had 25 fantastic years with Savills which allowed me to do lots of interesting things, develop my career in unexpected and highly rewarding ways and work alongside wonderful people. This I intend to carry on doing and I’m hugely grateful.
I’ve always believed that one should seize the day. I’ve never regretted anything I did, only the things I didn’t do, so my mantra is ‘If in doubt — do it!’.
Apprenticeship & Sandwich Placement Schemes
The Savills Apprenticeship Programme has been running for over a decade. an initiative that continues to go from strength to strength. As of 2025, we have 239 people on apprenticeships in the business, working across 44 offices throughout the UK.
Our programme offers opportunities from Level 2 up to Level 7 degree apprenticeships, covering 20 different career paths including Surveying, Town Planning, Junior Estate Agency, HR, Finance, IT, Marketing, Digital Design, and more. We’re proud to offer a supportive, dynamic, and inclusive working environment where structured training and a strong work-life balance are at the heart of what we do. Our approach has earned us multiple accolades, including:
Equality, Diversity & Inclusion Programme of the Year: 2023
Leadership in Apprenticeships Award: Apprenticeship Guide Awards 2025
Top 100 Employers: Rated #1 in 2022 & 2023, #2 in 2024 –RateMyApprenticeship Awards
Apprenticeship Employer of the Year – Personnel Today Awards 2022
At Savills, we are committed to eliminating discrimination and fostering a workforce that reflects the diversity of the communities we serve. We aim to ensure every employee feels valued, respected, and empowered to thrive. In addition to our award-winning apprenticeship programme, we also offer both in-person and virtual work experience opportunities. Interested in learning more? Contact us at apprenticeships@savills.com to explore apprenticeships or work experience at Savills.
Savills Apprentice Awards 2025
Leon Badu
Apprentice, Housing Valuation
What initially attracted you to the apprenticeship programme at Savills?
In secondary school, I studied BTEC Business, which was primarily coursework-based. Since I often finished my work early, I had plenty of spare time to explore alternative paths to traditional university. During my research, I discovered degree apprenticeships and quickly realised that this was the route I wanted to pursue. As I delved deeper, I came across various companies, but Savills stood out to me. The glowing testimonials and numerous awards highlighted the excellence of their programs. This made Savills an appealing choice, as it seemed like an environment where I could thrive, develop my skills, and be guided toward becoming the property professional I aspire to be.
Can you describe a typical day in your apprenticeship and the kind of tasks you handle?
As a third-year apprentice, I’ve been given greater responsibility and autonomy in my role. A typical day often involves working on numerous portfolio valuations at once, each with its own unique set of requirements. One of my tasks includes gathering comparable evidence for large property portfolios. I group the properties by postcode sector and property type, creating a unique archetype in which to collect the required values efficiently. As a result, ensuring consistency and accuracy in our analysis. Once the data is organised, I use Excel to run our valuation models and derive initial figures. From there, I move on to drafting our valuation reports. These reports detail everything from the condition of the properties and relevant market trends to our valuation methodology. Each report is tailored to its specific case.
Winning the 'Outstanding Achievement' award
What skills have you developed during your apprenticeship that you find most valuable?
One of the most valuable skills I’ve developed during my apprenticeship is the ability to effectively manage multiple tasks and responsibilities at the same time. Early on, I realised that juggling various projects is a crucial part of most roles, and I’ve worked hard to build my time management, organisation, and prioritisation skills. Through experience, I’ve learned how to assess urgency, allocate my focus where it's most needed, and stay productive without becoming overwhelmed. While I’m still refining this skill, it’s one that I’ve seen make a real difference in my day-to-day performance and overall professional growth.
How has the mentorship aspect impacted your learning and growth?
The mentorship aspect of my apprenticeship has had a significant impact on my learning and development. By working closely with experienced colleagues, I’ve been exposed to a variety of approaches and techniques for tackling tasks. Observing how different team members work has helped me identify more efficient and effective ways of working, which has improved my productivity and broadened my overall understanding of the role. The guidance and feedback I’ve received have given me the confidence to take on new challenges and continue growing professionally.
Can you share a project from your apprenticeship that helped your professional growth?
One of the most impactful experiences for my professional development was participating in Q&A panels and speaking engagements. These events provided me with a platform to engage with a wider audience, one of which was just directors, sharing insights and representing our team and the apprenticeship scheme in a public setting. Initially, I found public speaking quite challenging, but being placed in these situations pushed me out of my comfort zone. Over time, I noticed a significant improvement in my communication skills, confidence, and ability to think on my feet. These experiences not only strengthened my public speaking abilities but also taught me the importance of active listening and getting points across clearly. These are skills that I believe are essential for my professional career moving forward.
What challenges have you faced during your apprenticeship, and how did you overcome them?
One of the biggest challenges I faced early in my apprenticeship was settling into the team. As the most junior member, I was joining a group of colleagues who already had well-established working relationships, which made it easy to feel out of place. Additionally, being the only ethnic minority added another layer of complexity in terms of representation and feeling fully comfortable at work. To overcome this, I made a conscious effort to connect with my colleagues on a personal level, finding common interests, engaging in casual conversations, and building rapport over time. Team catch-ups and socials, helped break the ice and allowed me to feel more included. This experience taught me the importance of building relationships and showed me that creating a sense of belonging often starts with small, genuine efforts. As a result, I’ve grown more confident and comfortable in my role, and I now feel like a valued member of the team.
How do you balance the practical work with the academic requirements of the apprenticeship?
Balancing work and university can be challenging. It's easy to become so absorbed in work that your studies take a backseat, leading to setbacks. What I do to balance the two is to make sure I set aside time to purely focus on my studies. I ensure to make the most of my study days. I have had to come to terms with what I have signed up for and know that sacrifices will have to be made in order to stay on top of everything. When necessary I dedicate portions of my free time to cover course material and completing assignments. I also ensure that I do not overwhelm myself with work by leaving tasks too late or taking on more than I can handle. This allows me to balance everything.
What advice would you give to someone considering an apprenticeship at Savills?
My advice to someone starting an apprenticeship at Savills is to stay eager to learn. The property sector is constantly evolving and Savills is full of professionals willing to share their knowledge. So ask questions, ask for feedback where necessary, and take every opportunity to expand your knowledge. Time management is crucial, especially when balancing work and study. Staying organised and making the most of your study days will help you stay on top of your workload without feeling overwhelmed. Building a strong network is also important. Connecting with colleagues, mentors, and industry professionals can open doors to new opportunities and valuable guidance. Finally, stay resilient. Setbacks are all a part of the journey, but persistence and continuous improvement will help you progress and succeed. Enjoy the process and make the most of every learning opportunity. At the end of the day, we are apprentices it is our goal and job to learn.
How has your perspective on the industry changed since starting your apprenticeship?
Before starting my apprenticeship, I had the impression that apprentices mainly handled basic admin tasks and 'grunt work.' However, my perspective has completely changed. I’ve come to realise that apprentices are genuinely valued and nurtured within their roles from day one. I’ve seen first-hand the time, effort, and support teams invest in the professional development of their apprentices. There’s a strong focus on learning, growth, and gradually building responsibility, which has made me feel both supported and confident in my role. It’s shown me that apprenticeships are not just a stepping stone. Apprenticeships are great entry points into a long-term career.
What opportunities for growth and advancement do you see after completing your apprenticeship?
After completing my apprenticeship, I see opportunities for growth and advancement. With the experience and skills I’ve gained, I believe I’ll be in a great position to take on more responsibility, manage projects more independently, and contribute more significantly to my team’s overall output and billings. Over time, and when the timing is right, I hope to progress into a more senior role where I can not only lead on complex projects but also support and mentor newer team members and apprentices in the company. I’m keen to continue learning and growing within the organisation, and I see my apprenticeship as a strong foundation for long-term career development
Can you highlight any significant milestones or achievements during your apprenticeship that you are particularly proud of?
One achievement I’m particularly proud of is winning the ‘Outstanding Achievement’ award at the 2025 Savills Apprentice Awards. Receiving this recognition was incredibly humbling and meaningful to me, as it reflected the hard work, dedication, and growth I’ve committed to throughout my apprenticeship. It reassured me that my contributions are valued and that I’m on the right path. This milestone has motivated me even further to continue striving for excellence and to make a positive impact within my team and the wider business.
Savills Apprenticeship Awards Winners
Sandwich placements are applicable for second year university students and are an excellent way to gain 12 months of APC experience in the property industry. Individuals will be placed in the following pathways:
students offered graduate roles
9
10
13
Savills Sandwich Placements:
Surveying
Development
Food & Farming
Commercial
Valuation
Building surveying
Residential
Rural
Planning
Individuals may have up to two rotations, each lasting around 6 months to help you gain a range of experience. A counsellor and supervisor will support students through the APC. Application dates: Applications open on 22nd September and close on 28th October 2025 - Click here to see more information. Placement dates: September-September.
Richard Shuldham
Associate Director, Development
What attracted you to the Savills placement scheme?
The Savills Brand. I was keen to be among the best and learn from the best (And put a strong name on my CV). Savills as a brand is synonymous with quality and I thought it would help me to get a job in the future. I know there are a huge number of applicants, so I applied without too much expectation.
How did the sandwich programme contribute to your career progression to Associate Director?
I approached the sandwich programme with a completely open mind. The team quickly instilled in me that you only get out of it what you put in. I was amazed by how hard they worked, how they knew what was going on in every corner of the patch and had the contacts to find out more. I have carried this through my career so far, I try to learn every day and keep being inquisitive.
What key learnings from the sandwich programme have been most valuable in your current role?
Being in a regional team and not part of a rotational programme I got very involved over the year in specific projects. I got to see some high calibre negotiations happen on major projects and I got to put my small contribution in. Even on graduate schemes I don’t think there are many opportunities like a placement to just be present alongside people operating day to day and to have the time to absorb information. I learnt a great deal in that year, but particularly I learnt how important it is to understand people. Ever since the placement year I have tried to put myself in the shoes the other people involved in a job, on all sides, if I can work out what they are trying to get out of it, I can negotiate with them and route plan on that basis.
What project from the sandwich programme most impacted your professional growth?
I was involved in providing the viability appraisals for a major residential development site in Norwich. I got to go to London and sit in the top floor offices of a major international fund manager and even contributed to the meeting. I was made to feel that my input was integral to challenging a development strategy for a site worth tens of millions. I was a small cog in a big wheel but I got a huge thrill from being involved, it was an incredibly tense and difficult process, but it was so interesting to see how my directors navigated their evidence led their argument. I felt that they put a lot of trust in me and I got a taste of the adrenaline of business.
What advice would you give to current sandwich programme participants aspiring to reach senior positions like yours?
I always say to our new starters, students, and grads there are two things – 1. You get out what you put in. so move somewhere new, say yes to every and any opportunity that comes along, if anyone in the office said they had to pull out of an event last minute I would always offer to be there. Learn everything you can. 2. Take the easy wins. There are loads of easy wins in work, that don’t need you to know what you are talking about… stay on to pack up the stand at the end of a show, pick up someone’s phone if they are away from their desk, check your spelling before you send something for review. Highlight areas where you are unsure of answers. Listen to the conversations around you, if you hear someone on the phone saying they will provide a Promap for a client, when they put the phone down, offer to do the Promap… that could be the gateway to getting your name in front of a client and being involved in the most interesting job of your career.
In what ways did the sandwich programme prepare you for the challenges and responsibilities of an Associate Director?
I really learnt to treat the next generation like I was treated. Put time into people and know that you will get it back later! A team is stronger than an individual.
How has your perspective on the industry evolved from your time in the sandwich programme to your current role?
Ground up development is always challenging but particularly so in today’s marketplace. However geopolitics aside prime development markets in all our Cities continue to generate significant competition from institutions and core developers alike. From what I can see the risks are higher, but in most instances the rewards are very much there to be won- it just seems to take SO much time!
What support or mentorship did you receive during the sandwich programme that you found particularly beneficial for your career growth?
It’s the day to day. Someone taking time out to help talk you through something or explain the bigger picture of why you are doing what you are that day makes such a difference.
Can you highlight any significant milestones or achievements in your career that you attribute to the foundation built during the programme?
I do a lot of APC support and mock interviews for local graduates inside and outside of Savills, it helps me to keep on top of the RICS rules and regulations, but also I feel indebted to repay the support I got. I think this has helped in my career to date.
Savills annual Norwich professionals rounders tournament
Running at Norfolk Superhero
Presenting the trophy at Fakenham Races
Insight Programme Networking Breakfast
Some of our Summer Scheme Students enjoying a tour of the City
of the sandwich intake in 2024
of the sandwich intake in 2023
of the sandwich intake in 2022
of the sandwich intake in 2021
2025
2024
2023
2022
47%
37%
67%
As a key alumni, thank you for taking the time to update our readers on your career. So, you started at Savills nearly 10 years ago?
Indeed, as a graduate in 2015, with a permanent role in the Valuation Department at Margaret Street. As part of my graduate scheme, I also completed a rotation in National Office Agency, which was a great opportunity to gain some agency experience. I qualified as a Chartered Surveyor in 2017 and was promoted to Associate in 2019. I greatly enjoyed my time at Savills, particularly as a graduate, working alongside a large group of other ‘grads’ and making some great long term friendships, which has now developed into a network across the industry. The graduate scheme provided fantastic support throughout the APC process and I felt very lucky to gain a place on the programme.
How did this foundation of experience lend you to your time at M7 and now leading Investors Relations at Martley Capital?
The Valuation Department provided me with a good grounding in real estate, working across multiple asset classes and both investment and development, learning what drives value. In turn this was invaluable! It helped me understand the underlying real estate and provide informed advice to our investors.
Bahrain
Eloise Turton, Executive Managing Director at Martley Capital Group, chats with Grace Cassady about her career journey and building new industrial portfolios in the UK and Poland.
We'd love to hear more about recently founded Martley Capital, the role you are fulfilling in the market?
Martley Capital Group is a full-service real estate investment advisory platform, covering real estate investing, lending, asset and investment management. We have an opportunistic and value add focus, covering direct real estate, credit and equities, taking advantage of current dislocation in the real estate markets. We are a team of 35 across the UK and Europe, the majority of which have previously worked together at M7 Real Estate, with extensive experience in asset and investment management. Our current AUM is in the region of £900m and our mandates typically comprise a mix of funds, loan notes, separate accounts and joint ventures. To date we have primarily been active in private credit space, as well as raising a small real estate opportunities fund. Looking forward, we are in the process of launching a UK commercial fund, further private credit mandates and a number of industrial joint ventures in both UK and Europe.
How is your experience different at Martley Capital, compared to working at Savills which is now in its 170th year?
My first role after Savills was within Investment Management at M7 Real Estate, which gave me the opportunity to work ‘client-side’, working on the management of some the UK commercial funds. I then moved into Investor Relations which provided me with experience across the wider business, as the IR role involves frequent interaction with almost every team. Following this, we founded Martley Capital in 2023 and while it has been pretty non-stop, starting a new business has been an incredible experience. The role is extremely varied, particularly as a start-up, which often requires you to be fairly dynamic! Much of the variety in the IR role is driven by our investor base, which comprises a mix of investor types from all over the world, including a high proportion of HNWIs and family offices. We are often out on the road meeting with investors, discussing the market and our various strategies, which is a really interesting aspect of the job.
With a key position advising your investors, what do you see as the investment picks for the coming 12-24 months?
We will continue to be active in the private credit space, as this is where we see the best risk adjusted returns for our investors currently. As previously mentioned, we are in the process of launching a number of new vehicles, one of which will be a fund focusing on UK regional offices. We have strong conviction in the UK regional office market, with a view that the market has bifurcated - with the investment market demonstrating almost no liquidity and falling values, whilst conversely, the occupier market is strengthening, particularly given the constrained supply, leading to rental growth and a shortage of available stock in many key office markets.
Eloise Turton, Martley Capital Group
Building Industrial Portfolios in the UK and Europe
Martley Capital Group
As recently highlighted by the Savills Commercial and Research Teams, the yield gap between prime regional offices and central London offices is currently the widest since 1992, which can provide a generational buying opportunity for first-mover investors into the sector and region. The fund will target high-quality office assets which can currently be acquired at a significant discount to replacement cost and benefit from attractive day-one yields with scope to further improve rental income through proactive asset management and targeted capital expenditure. Outside of the office sector, we are also in the process of building UK and Polish industrial portfolios for joint venture partners, both of which are very exciting mandates for our business.
Eloise Turton
Executive Managing Director
Burj Khalifa
Dubai
Hong Kong
With my co-Directors, over the next 6 years we substantially increased the office turnover to over £150m and profits to over £15m whilst expanding into 13 separate departments. Ian had taken over as Head of the Leisure team whilst I was head of Oxford and I stepped back to the role in 2007 as he moved to HOO Milton Keynes. The Leisure team advised on some of the world greatest golf courses such as Wentworth, Turnberry, Aphrodite Hills in Cyprus, Royal Mougins at Cannes, Quinta do Lago in Portugal and Royal Westmoreland in Barbados. We also supported the multi-million sale of the Yew Tree portfolio of crematoria, the largest in the sector at that time, and valued Windsor Safari Park, now the Lego visitor attraction. By 2014 I was reporting to the UK Board via David Williams for the overall Leisure team , which now included Hotels and Healthcare departments in London, and Licensed Leisure in Southampton, and in Oxford Ian was once again running the Leisure and Trade team. Ian and I acquired Charles F Jones in Chester, a specialist holiday park agent, and subsequently opened a leisure department in Exeter. This enabled a further increase in turnover and by the time Covid hit, the Leisure and Trade team alone had reached over 30% profitability with a staff of over 30. At that time, I had reduced my working hours, retiring on 1st January this year.
At the time, Banbury was a 30 strong office, with 5 departments, focusing on Agricultural Consultancy, Estate Management and Residential Sales. Helped by loyal national clients who followed me to Savills such as Newcombe Estates and Broadland Properties, in my first year Oliver Langdale and I tripled the revenue from the farm agency team. We never looked back, over 3 years gaining virtually all the farm and land sales within 15 miles and many of the estates. One of the highlights was the sale of the Glympton Estate to Prince Bandar bin Sultan of Saudi Arabia in 1992 with its mansion, 39 cottages and 2,000 acres - it has recently resold at £120m. In time I was appointed head of West Region Farm Agency and head of Banbury office. In the two decades running up to 2000, golf developers, encouraged by an R and A Report highlighting a shortage of golf courses, entered the farmland market. The golf industry grew rapidly and iconic players like Nick Faldo, Greg Norman and Jack Nicklaus became household names. I worked with French golf developer Jean Pierre Le Clef to acquire the Wisley Estate near London which he then developed into the renowned course it is today.
ALAN PLUMB
FRICS Savills
Rupert Montefiore tempted me away from my job as an Associate Director in the agricultural team of John D Wood in Berkeley Square to join Savills Banbury office, on April Fool’s Day 1988.
As the golf boom continued, through the Farm Agency team I set up regional leisure diversification experts to advise farmers and at an all-Savills Directors Conference gave a presentation proposing a new Leisure Division. By 1998 I had persuaded Ian Simpson from our Chelmsford agricultural team to join me and with a small team we shifted our focus from agricultural work to building a leisure business. From the start we were busy and the venture profitable. At the time we analysed how purchasers were pricing leisure businesses and identified that using the profits-based methodology refined the accuracy of the comparables model. Pitching this to banks and operators who were looking for well supported transparent reliable advice, enabled us to move into other expanding sectors including marinas, holiday parks, visitor attractions, garden centres and some esoteric sectors including crematoria, renewable energy and airports. Internal marketing led to other departments seeking our expertise and soon we were working across Europe and beyond.
Head of Leisure, 1988-2025
Alan Plumb; An incredible, multi-talented career
Back in Banbury, I instituted departmental and all-office Strategy Days, focusing on quality of advice, profitability and growth - and I ensured all staff had access to the office profit and loss accounts. This paid dividends and when, in 2000, I was appointed head of Oxford office by William Donger (Head of Region) and the Leisure Team moved there, this concept moved with me.
Golf course inspection
Gibraltar
Can you start by telling us about your time at Savills?
I joined the Savills Commercial Graduate Programme in 2011, gaining hands-on experience across Southeast Office Leasing, Management, and Valuations. I secured a permanent role in the Central London Investment team under Paul Cockburn, where I spent eight years advising a diverse range of investors on high-profile office and retail disposals and acquisitions across London.
George Gawthrop
Grace Cassady speaks with George on leveraging his Savills experience to lead growth at East Green Energy
And now East Green Energy (EGE) George, what’s your role please?
East Green Energy is one of the UK’s longest-established renewable energy installers, founded by my father nearly 20 years ago. I joined in 2022 to drive the company’s expansion into commercial Solar PV & Battery Storage. We provide a full, turnkey solution—from tailored proposals to installation, plus ongoing operations and maintenance. With the UK’s accelerating shift to renewables and rising energy costs, we’ve more than doubled the business in the last three years, helping companies future-proof their energy needs. 45% of the UK’s power supply came from sustainable resources in 2024.
How did your experience at Savills prepare you for a key role in the renewable industry?
The network I built at Savills has been invaluable in my transition to renewables, giving me direct access to a broad range of commercial property owners and investors. Beyond connections, my decade at Savills equipped me with deep insight into landlord-tenant and buyer-seller relationships—knowledge that has been a game-changer in positioning our services. Understanding the financial and strategic priorities of property stakeholders allows us to present renewable solutions in a way that truly resonates, setting us apart from competitors.
With your expertise in sustainability, what are some common myths about introducing renewables to the built environment?
One of the biggest misconceptions is that solar panels don’t work in winter. While output is lower, they still generate power—even in the depths of December. A well-placed south-facing system can produce around 10-15% of its peak summer output during winter months, proving that solar remains a viable year-round solution.
What are you seeing as the most popular and/or effective interventions at present, and how do you think this will evolve in the future?
Solar PV remains the go-to solution for decarbonizing commercial properties while cutting energy costs. Advances in panel technology have dramatically improved efficiency and output, with newer models far outperforming their predecessors. At the same time, falling costs have made solar more accessible than ever, with payback periods now under three years for high-energy commercial users. While commercial battery storage has historically been expensive relative to its benefits, that’s beginning to change. Innovative new products are entering the market, making storage more viable and unlocking greater energy independence. This will be a major focus for us moving forward as the sector continues to evolve.
George Gawthrop; in conversation with Grace Cassady
Director, East Green Energy
Savills Education is one of our 13 UK sector groups, dedicated to expanding our education client base. It brings together a group of around 30 specialists from across the business to share sector insight, lessons learned, and best practice. It has also strengthened horizontal working across our divisions, helping us form best-fit teams for each client and their differing property needs. Our overarching ambition is to become the leading real estate advisor to the sector. Are we there yet? Almost. But we are working with more education clients than ever before. We also now cover every sub-sector to include children’s day nurseries, schools, colleges, and universities, with our network of offices important to keep us connected to the education institutions in our local markets. One of the best parts of my role is travelling the country, working with our regional offices to strengthen connections with their local education providers. We are most successful when we combine our national oversight of the sector and our local market knowledge.
Olivia Haslam, Director & Co-lead of Savills Education
The growth and impact of Savills Education
This poses many property challenges, but also presents several opportunities to drive impactful change. It is for these reasons I have spent most of my 10 years at Savills working in this ever-changing sector. My first education project was in 2018. Having just passed my APC; I was lucky to join the existing Savills team advising the University of Northampton on the relocation to their brand-new Waterside Campus. This ambitious project demonstrated to me the transformational impact of education estates, regenerating a vacant brownfield site in the town centre, into a thriving university campus, where its design set new precedents in the sector. Since then, I have worked directly with over 25 education institutions, providing strategic advice on their estate to help them plan for the future, whilst also supporting colleagues across the business advising their education clients via the Savills Education platform set up in 2019 – which I now Co-Lead with Sadie Janes (Director).
Olivia Haslam
Director & Co-lead of Savills Education
Education estates are experienced by all, forming part our villages, towns, and cities. Having often expanded over time, they are each unique and, arguably more than ever before, under pressure to be better utilised, efficient, and sustainable.
Life and Mind Building
Immersive Learning at University of Wales Trinity St David
At all levels, our education system is evolving and so are its real estate needs. Savills Education enables us to unite our expertise and advise our clients on how to successfully embrace new opportunities and instigate change. If you are supporting any education institution in any such way, whether it be as a trustee or governor, I would be delighted to talk to them about their estate and future planning. Please do get in touch.
Education has and continues to be in the headlines, with the VAT on tuition fees and the removal of charitable business rates relief impacting independent schools, and the financial challenges faced by the higher education sector, as a result of rising operating costs, declining international student numbers, and reduced grant funding. All of which is placing significant pressure on the education estate. We are supporting our clients navigate these challenges, encouraging them to not make rash decisions, but to consider how those decisions will secure their long-term sustainable future.
Over the past year we have supported around 117 education clients, of which there have been several standout projects. Three highlights for me are:
We prepared the University of Hertfordshire’s Estate Vision (2035), adopting our property and people led approach to future estate planning to set out its ambitious vision for its campuses. Recently backed by the Local Authority, our planning team is now leading on its implementation
01
We have successfully secured planning for The Life and Mind Building, the largest building project the University’s of Oxford has undertaken, constructed, and funded by Legal & General. It will be home to the world leading Department of Experimental Psychology and Department of Biology
02
We are exploring with the University of Glasgow opportunities for the growth and investment of GRID (Glasgow Riverside Innovation District), which has the potential to derive significant economic growth and regeneration by forming a world class innovation cluster
03
It hopefully won’t surprise that Savills today is a sharper, more tech-driven organisation than the one I left in 2017. Productivity tools and data analytics have elevated our precision and efficiency. Yet, it’s the people and culture that stand out as both timeless and remarkable. I’m surrounded by high-calibre colleagues who genuinely champion each other’s success. There is a sense that our team - multidisciplinary and deeply skilled, with a strong focus on excellence, can achieve anything. One truth became clear during my years away: you only appreciate the strength of professional relationships when they’re gone. Building trust with new stakeholders in new organisations takes time and effort. Now, back at Savills, I’m reaping the rewards of those early ‘reps’. I’m currently advising on a disposal for two former colleagues, now at Hill Group, while many of my Savills contemporaries continue to thrive, whether in Bristol or forging careers in London.
Lessons from the Client Side
My time away afforded me a front-row seat in two contrasting sectors. At Rengen, I worked within a lean team that punched above its weight in Bristol and Bath’s competitive markets. We acquired and delivered a portfolio of student accommodation sites, navigating the upheaval of the COVID-19 pandemic. At Churchill Living, I established a Bristol satellite office and collaborated closely with the owner, Spencer J. McCarthy, and the Head of Land and Planning to acquire sites across the South West for sheltered retirement developments. Churchill’s market-leading margins and focus on the customer experience (‘that of an 83-year-old widow’) taught me the value of disciplined decision-making, process, and meticulous attention to detail. These roles shaped a core belief: There’s always another way to reach the finish line. Development is a ‘hurdle race’, demanding lateral thinking, an extensive network, and a calm head. I have honed skills that I now apply daily in a regional market with major headwinds, particularly around viability and deliverability.
Savills in 2025: Evolved, Yet Familiar
Returning to Savills feels like picking up a conversation with an old friend—one that’s grown wiser but hasn’t lost its spark. My client-side experience has equipped me to navigate complexity with pragmatism and creativity. I’m excited to contribute to a firm that’s as dynamic as ever.
Looking Ahead
Chris Birakos; A Savills homecoming
After eight enjoyable years with Savills, I spent seven years carving out a path elsewhere in two distinct client-side roles: Development Director at Rengen, an ambitious SME student developer (2017–2021), and, most recently, Head of Land at Churchill Living, a specialist retirement developer. The invitation to write this piece for the alumni newsletter prompted me to consider what’s changed, what endures, and what learnings I’ve brought back to Savills.
Stepping into Savills’ Bristol office last October for my first Development team meeting as a Director felt like a homecoming. Fifteen years ago, I joined the firm as a graduate, wide-eyed and eager. This was however not my first job: following graduation, I worked within a family-owned development business, which did not survive the great recession.
Chris Birakos
Director Development in Bristol
Chris Birakos, Director Development in Bristol, gives his perspective returning to Savills after seven years away.
2017
The more I’ve reflected, prompted in part by the invitation to contribute this article, the more I’ve come to see that the arrival of innovations like AI is not so different from the introduction of the shiny new fax machine in the mid-1980s or the shift from a post in-tray to an email inbox (see also Philippa Railing’s article). These tools are neither better nor worse - simply different. If there’s a lesson in all this, it’s that change is constant, and the key lies in staying open-minded and adaptable. That said, some things remain just as relevant today as they were ‘back then’. Thanks to the freedom kindly granted by a generous editor, I’ve shared a few of those reflections below. Like the majority of school leavers, then and now, my principal objective at 18 was to fill the void left by the structured environment I’d just departed. The world ahead offered numerous options, and the need to earn an income was immediately apparent. In reality, unlike many others, my choice was easy and obvious: to farm at home. That said, earning £20 a week wasn’t going to allow for much frivolity. The frivolity, if not the dosh, materialised in the shape of three years at the RAU, having been told I could return to the farm if I really wanted to. From there, I entered the job market (with a third class diploma and a prize for the best drawing of a brick) in 1987.
I suppose, as we all do, I measured ‘success’ in promotion and extra responsibility. Being part of a business with aspirations for continued growth, and being personally open to relocating, equity partnership soon followed - as did the opportunity to become Managing Partner and later, Senior Partner. The planned merger with Smith-Woolley fell at the final hurdle in July 2000, missing out by just a week. It was too late to withdraw show catalogues (see image) and adverts, but that led to us bringing on board some fantastic people from Humberts, Cluttons, Sale & Partners, and Stratton & Holborrow, to name a few. By 2013, the business had grown to 500 people across 30 offices - and that’s when Savills arrived, in the form of the inimitable Philip Gready. Like all good negotiations, I suspect both sides walked away thinking we might have done slightly better, but looking back, ten years on - it’s been a resounding success. There’s no doubt we are now the undisputed market leaders and an important part of the wider Savills business: a firm that continues to grow, champions initiative and genuinely creates an environment where people can fulfil their ambitions. After the polite rejection in 1987 and missing out on working with the Smith-Woolley team in 2000, I’ve finally fulfilled those ambitions too albeit in a slightly circuitous way!
Chair of Rural and Projects
Andrew Harle
I suspect it’s inevitable that the older you get and the longer your career, the differences in what you do and how you do it, feature more in your consciousness.
The more I’ve reflected, prompted in part by the invitation to contribute this article, the more I’ve come to see that the arrival of innovations like AI is not so different from the introduction of the shiny new fax machine in the mid-1980s or the shift from a post in-tray to an email inbox (see also Philippa Railing’s article). These tools are neither better nor worse - simply different. If there’s a lesson in all this, it’s that change is constant, and the key lies in staying open-minded and adaptable. That said, some things remain just as relevant today as they were ‘back then’. Thanks to the freedom kindly granted by a generous editor, I’ve shared a few of those reflections below.
Fortunately for me, the offers came flooding in, more a reflection of the market than any star quality on my part. Despite a polite ‘no’ from Savills(!), I began what was to be a fantastic 28-year career with Smiths Gore, starting in Corbridge, then moving to Lincoln and Peterborough, before finally ending up in York. I was lucky to have some amazing mentors and equally great clients. With a default inclination to say ‘yes’ to almost anything, the opportunities were endless. Standout moments included selling over a thousand ex-colliery houses, the last 200 for £1,000 each, door-knocking to collect overdue allotment garden rents on Saturday mornings when I knew people would be in, and, in a very different way, handling my first redundancy as a boss. In those days, an ‘off the record’ or ‘non-HR’ conversation was standard practice, although no less daunting. After my admirable but somewhat clumsy dialogue had ended, the poor chap said, “Andrew, I know it’s not easy, and yes, I’ll accept what you’re proposing… oh, and by the way, that’s the second most memorable redundancy conversation I’ve had in my 40-year career.” My relief quickly turned to curiosity, and I naturally asked what the most memorable had been. “Well, Andrew, that’s easy. It was my first job. The boss called me in on a Friday afternoon and announced, ‘Well, Smith, I don’t know what we’d do without you, but from Monday, we’re going to find out.’”
Smith-Woolley Catalogue
Andrew Harle second in from the left
So, having come full circle, what have I learned? Well, change is inevitable - neither inherently good nor bad. Ability, ambition, and attitude will always be timeless qualities, common threads that run through all great businesses. And, perhaps most importantly, surrounding yourself with excellent colleagues is key - it’s a team sport, after all.
Centenary Rugby Challenge
He joined Savills in their Lincoln office in 1974. The Lincoln office had been established some years earlier on the back of Institutional Landowners buying agricultural land and leasing it back to tenants. There followed an expansion of the business, as Roly together with Peter Wilson, working with the London office, expanded this foray of institutional owners into agricultural farmland, and managed the farms on the owners behalf. Roly went on to lead the Lincoln office very successfully for some years, and was a hugely respected and popular leader. To quote David Williams “Roly was a true pillar personifying Savills.”
Those that worked with him admired his intellectual brain and fantastically sharp wit. Former Savills colleagues notably Andrew Pearce and Christopher Smith remember a resourceful, charming and very modest man who was great fun to work with. Roly helped the careers of many Land agents including Crispin Holborow, who started his Savills career at Spring Hill office in Lincoln and is now Co head of the Private Office at Savills, and Ken Jones (who also spent his earlier career working with Roly) and after 30 years with Savills, Ken went to The Crown Estate as Director of the Rural Portfolio.
Roly grew up on the family farm at Gateford in Nottinghamshire with his brothers John, Henry and Giles, and was educated at Westminster school where he was captain of boats, before going on to Cirencester.
Written by Johnny Dudgeon
In Memory of Roland (Roly) Machin
Roly was brought up sailing in North Wales on the treacherous waters of the Menai Straights, and was a very accomplished sailor, even though by all accounts he was self-taught. When he left Savills he bought the Gipsy Moth III which had been sailed to victory in 1960 by Sir Francis Chichester in the first OSTAR (Original Single handed transatlantic Race).
Roly together with his brother Henry restored the Gipsy Moth III and thereafter Roly with friends and family as crew undertook meticulously planned itineraries in his boat around the globe. Roly had a similar Corinthian spirit to the boat’s former owner, and he was usually last into port at night, and first out at dawn, whatever the weather.
The crew member who excelled above all other was Roly’s future wife Judy who shared his love of sailing, having met in 1999 they subsequently married and lived at Gateford Hall, in Nottinghamshire, a hall that Roly completely renovated over a period of years. Roly and Judy spent many happy years sharing their zest for sailing across the oceans.
Roland Machin
Alumni & staff who have sadly passed in the last 12 months
In Memoriam
Partner, Head of Lincoln Office
28 years (1974-1992)
Grosvenor Hill
8 years (1999-2007)
Lise Pinchbeck
Residential, Bath
2 years (2023-2025)
Tony Perry
Prime Purchase, Welford
11 years (2013-2025)
Clemmie Birtles
Rural & Projects, Petworth
16 years (2013-2025)
Shirlita Sadler
Economist and Planner, Margaret Street
8 years (2013-2025)
Stefanos Zymis
Operations, Nottingham
13 years (2011-2024)
Lisa Morley
Rural & Projects, Bury St Edmunds
1 year (2023-2024)
Joshua Travies
Residential, Wimborne
4 years (2019-2024)
Christine Biggar
I vividly remember our initial week as being a blur of activity – getting up to speed with the corporate ropes, orientating ourselves around the Margaret Street office, embedding in with our new teams, as well as intense socialising in the evenings in the attempt to make new friends (with whom I would wholly rely on during the APC). Having absorbed as much information as possible and hoping to make the most of the six rotations on offer, I started my journey in the Commercial Property Management team led by Steven Kay. This provided me with an excellent foundation in all things estate management, service charge budgets, and communicating with (on occasion) tricky tenants. To build on this grounding, I developed my valuation skills within the Commercial Valuation which set me up well for a stint in South East Office Investment. My final rotation before my permanent home at Savills was in lease consultancy, working with the fantastic female leaders Holly Tite (née Oriel) and Harriet Caddick. With a breadth of experience under my belt, for my last two rotations I settled in the London Commercial Development team led by Ollie Fursdon and David Williams. Here I gained knowledge in the development market and improved my ability in running development appraisals, an essential skill that I rely on daily at Landsec.
In November 2020, following a period of preparation peppered with a series of lockdowns for Covid19, I took and passed the APC. I was finally a fully fledged chartered surveyor. With all the confidence of a newly quality surveyor, I continued in the London Commercial Development team specialising in consultancy for a couple of years. In May 2022 an opportunity was then presented – a secondment into the Landsec regeneration team. Hoping to hone my appraisal skills and understand development through the lens of a client, I embraced the opportunity. My new role was as a development surveyor, working on the redevelopment of Buchanan Galleries Shopping Centre, one of Scotland’s most important shopping centres and situated at the northern end of Buchanan Galleries, the UK’s third busiest high street. In this role I worked on the masterplanning of a complete redevelopment involving the demolition of the centre and rebuild into nine new buildings and twelve new or reinvigorated streets. Over the course of 2022 and the beginning of 2023, I assisted on the design of the masterplan and the initial phase of development, culminating in a hybrid planning application to be submitted in summer 2023.
I joined the graduate scheme in September 2018, ready to get stuck in with life at Savills.
Development Manager, Landsec U+I
Emma Lawrence; from rotations to regeneration
Following the fantastic experience gained in Scotland, I moved onto a project a bit closer to home, the Mayfield masterplan in Manchester. Home to Freight Island, the world renowned Warehouse Project as well as Manchester’s first new park in 100 years. Ready to build on this formidable legacy and newly promoted to development manager, I set to work on two of the buildings in the first phase being brought forward. Over the course of 2024 I worked on the design and planning for the initial phase of homes at Mayfield. In December 2024, just in time for Christmas, we submitted a detailed planning application for 879 homes and we hope the application will be (favourably) determined this summer. Also over the course of 2024 and early 2025 I worked on the later design and procurement stages for the Republic, a new 230,000 sq ft office building, culminating in a build contract signed with Bowmer and Kirkland in May 2025. (Savills are retained agents.)
Mayfield had already put itself on the map following a 50 year long period of dereliction.
I am very grateful for the excellent opportunities I have enjoyed so far in my career. These I owe to the fantastic experiences and people I have met at Savills and Landsec
Emma Lawrence
Development Manager, Landsec
Director of Residential Market Planning, Four Seasons
Ben Rebeiro; The power of the Four Seasons brand
What are valuable experiences or projects that you remember?
I began life at Savills as a Graduate Surveyor in 2016, initially joining the then named International Development Consultancy team before rotating through various commercial valuation, agency and investment teams before qualifying in 2019. I was lucky enough to be seconded to Savills Singapore for three months as part of the South East Asian mixed-use development team as well as undertaking development consultancy work across Europe, the Middle East and APAC including far-flung destinations for projects in the Seychelles, Vietnam, and Azerbaijan! Some of the most valuable and rewarding experiences were working as part of cross-functional and cross-border teams on hugely exciting projects such as NEOM and AMAALA in Saudi Arabia, and Hellinikon in Greece with colleagues from around the globe.
How did your experience at Savills prepare you for working in luxury residential market planning and feasibility at a global hospitality brand?
During my time in what is now the Global Residential Development team, the majority of my time was spent focussing on ultra-luxury branded residential projects which were all largely being branded by luxury hospitality operators. Providing development consultancy on these projects provided basis to move in-house with Four Seasons to concentrate on our residential development business.
Luxury branded residences have become increasingly popular—what makes Four Seasons approach unique in this space?
Our founder, Isadore Sharp began his development career in the residential space rather than hotels, so there is a deep-rooted history and belief, in the residential model. As the sector evolves and matures this experience and knowledge of what ultra-high net worth individuals desire as residents will be key to differentiating ourselves and continuing to be the market leaders when it comes to fully integrated residential operations and management of homeowner’s assets.
How do you see the high-end residential and branded residences market evolving in the next few years?
While 65% of Four Seasons total development pipeline includes a residential element, key to our long-term strategy is the evolution of our standalone residential business i.e. a branded and managed Four Seasons development without an operating hotel. We currently have 7 of these globally including LA, Miami, London, and Dubai with others in development in Las Vegas, Washington DC and Istanbul to name a few. Whilst historically these projects have been within city centres, we are also increasingly looking at residential communities providing greater scale and space, and extensive amenity offerings afforded by less urban destinations. By 2030, we will have at least 15 standalone properties with residents enjoying the traditional lifestyle and service offerings of a mixed-use project but with the additional levels of privacy and exclusivity offered by being wholly residential.
Can you give us an overview of your role at Four Seasons and how it fits within the broader residential and hospitality strategy?
Four Seasons have been branding, operating, and managing residential properties for 40 years in 2025, we’ve just opened our 57th Private Residence in Bahrain and will continue to grow to over 90 properties by 2030. My role at Four Seasons is to support our existing pipeline of developments and future growth by identifying new markets for residential development, assessing the feasibility of potential opportunities and evaluating the performance of our existing and in-sales residential portfolio.
Ben onsite
Ben talks to Grace Cassady about the power of the Four Seasons brand
Four Seasons New York
Four Seasons Madrid
With shifting buyer preferences and economic uncertainty, how are developers and operators like Four Seasons adjusting their approach to planning and investment?
As the market for development finance tightens, developers and lenders are increasingly looking to ensure that schemes are de-risked to the greatest extent possible. The addition of the Four Seasons brand and management brings with it a certain level of trust and confidence in that scheme that it will be delivered, and when it is, that it will be best in class.
After a few years in recruitment, I ventured into the property industry at the age of 29. My first job was at an independent agency in SW London, they had one property on the market in which the previous tenant had murdered his girlfriend with a skillet, I lasted one day before a recruiter rang me with an opportunity with Cluttons. I interviewed in the then Senior Partner’s kitchen for a secretarial/property manager/negotiator role; I was hired and told the position was in Wapping, I needed to do a deal a week for which I’d earn £50 per transaction. Living in Battersea at the time, I had never heard of Wapping so needed to consult an A-Z map to locate my new place of work. In those days, being a letting agent was a breeze and only required you to have funds, a gas cert and a contract, nowadays we carry out 424 bits of compliance and admin prior to a move in! At Cluttons, I moved from Wapping to the Hyde Park office and began working with clients such as the Portman Estate and The Church Commissioners. I finished my 11 years with Cluttons in South Ken, where I worked with The Wellcome Trust letting their market let portfolio. Also, I worked with the Cadogan Estate, South Kensington Estate and Sloane Stanley Estate. I loved every moment of my time at Cluttons, I believe every experience and situation affords you your next opportunity and for me that was joining Savills in 2011.
Savills had just won Wellcome’s South Kensington Estate mandate and I was part of the team onboarding this new Savills’ client alongside running the Chelsea lettings team. I was delighted that some clients such as Sloane Stanley, Gascogne Holdings, South Kensington Estate and Cadogan followed me for market lets. Moving to Savills was transformative; I found myself working with seriously impressive colleagues; some of the best in the industry, all of whom are dedicated to achieving the best outcomes for our clients. Savills client focused approach is inspiring and it’s fundamental to our divisional approach. Now, 14 years later, I am the Head of Residential Lettings at Savills. I continue to work with private clients and many Great Estates including Wellcome Estate, Cadogan Estate, Grosvenor Estate, Phillimore Estate, Howard de Walden, Church Commissioners and Eyre Estate. Our division expands our client base year on year to include Build-to-Rent providers and developers many of whom will create the Great Estates of the future.
I wouldn’t be telling the truth if I said I’d left school at 18 with a clear plan for my career ahead. In fact, 18 to 28 was pretty lacklustre but the unstructured journey did eventually lead me to an amazing career in property.
Head of UK Lettings and UK Board Director
Amelia Greene; Lettings, leadership and learning
Amelia Greene
Head of Lettings, Savills UK Board
Savills is the perfect environment for growth and innovation. As the industry evolves, I am excited about the future and the continued success of our team. We attract the very best, and alongside clients our people are our biggest focus.
New tech and IT solutions should allow us to be more efficient and give even greater attention to our CRM and I want to ensure we always display behaviours that support a client first approach. Reflecting on my journey, I owe Savills for giving me new and exciting opportunities, but I think dedication to our business and hard graft has shaped my career. Since joining Savills there’s never a day that passes where I don’t learn something valuable from a colleague or our clients.
With Jonnie Boden at Chelsea Flower Show 2023
Presenting at the 2025 Residential Conference
Serving up growth: Savills’ insight into the booming UK Padel Market
Jessica Hill
Associate, In Town Retail
The Savills leisure team have been involved in the UK Padel Market since the start of its upwards trajectory around 2021, advising both tenants (such as our client Rocket Padel) and Landlords (private investors, Universities, and developers such as Stanhope). In 2024, I was approached by Oxygen Consulting with the opportunity to collaborate on the largest, in-depth, study into the Padel Market to date. The research was published in April 2025 (read report here) and to celebrate its launch, we hosted a presentation and discussion panel at Margaret Street, attended by over 70 people within the Padel industry. Savills Leisure team have regularly tracked the ‘health and fitness’ and ‘competitive socialising’ markets (the latest being Savills Leisure Spotlight 2024), from which it is clear Padel straddles both. This reflects demand for interactive activities and the high value attributed to in-person and shared experiences. It will be no surprise to you to hear that consumers today are increasingly health conscious, this has been a great advantage for Padel as we switch nights out fuelled by alcohol, to padel sessions and protein shakes – evidenced by court occupancy rates of 85%+, and opening hours until 1am in some cases. Whilst you (may) lose the hangover – depending on how many post-match beers are enjoyed - the social aspect remains.
The Padel Market is not without its challenges, however. The sector-specific property requirements can be difficult to satisfy, for example 7.5-8m ceiling heights, column spacing (to allow for 20mx10m courts), as well as planning hurdles associated with noise and visual pollution (e.g. building canopies on open land). For this reason, industrial sheds have been popular with Padel given their well-suited layout (e.g. Rocket Padel Bristol and Beckton are former industrial units). Lease terms and covenant can also be troublesome – as with the wider market – for example, given that the Padel sector is in its infancy, few benefit from a strong covenant. Despite this, Padel’s ability to repurpose underutilised (e.g. car parks, rooftops, development land) or difficult (e.g. cinemas, theatres, bingo halls) space has allowed them to overcome these challenges. I expect the growth of Padel Tennis in the UK to continue in the short to medium term, although it is likely we will see some consolidation as the gap between higher and lower quality concepts, widens. Brands with a strong USP, and well-rounded offer (e.g. food and beverage, gym, or spa facilities) will be most resilient against the strong competition we are currently seeing in the market.
I suspect the majority of readers will be familiar with Padel tennis. A sport born out of Mexico (1969), before booming in our nearby neighbour Sweden (c.2016) and making its way over to the UK where we are seeing a similar phenomenon post-Covid.
Rocket Padel, Battersea Power Station
The Birmingham real estate culture was worlds away from the dynamic, meritocratic energy I’d thrived on in London. It didn’t take me long to realise I needed a different kind of challenge. Enter Savills, or more specifically, Henry Angel-James and David Williams. With infectious enthusiasm and a real belief in people, they approached my then-boss Barry Allen, David Middleton and me with a bold idea: open a new commercial office for Savills in Birmingham. At the time, Savills had a strong rural and residential regional presence, but no commercial footprint outside London. We were to be the first. What followed felt more like a startup than a corporate launch. Three agents, one brilliant secretary, a borrowed photocopier and a handful of clients who believed in us. We met secretly in dining rooms to plan our move. On one particularly memorable occasion the meeting was so early Henry was still sporting disco glitter on his cheeks from a party the previous evening. We launched into what became one of the most exciting chapters of my early career. That Birmingham office, which started with just a handful of us, now employs over 160. I stayed at Savills for a few years, but the experience left a lasting mark. What made it special wasn’t just the opportunity, but the people. There was a real “let’s do this” attitude, a willingness to back good ideas and grow its people. We worked hard, laughed harder and proved that with the right culture you could build something brilliant from scratch. I’ll never forget our opening party, which somewhat lived up to the ‘work hard, play hard’ reputation of the industry at the time – good and bad. Probably best left in the folklore files, but it captured the energy of those early days. Suffice to say the bed didn’t actually make it out of the hotel window in the end…..!!
I moved to Prologis in 2000, a client of Savills, to finally scratch an itch that I’d had for some time: development. I had the privilege of working under Alan Curtis, who had little time for politics but all the time in the world for people who delivered. It was a lesson in trust and autonomy I’ve carried ever since. By 2010, I joined Roxhill, a new venture with a team of experienced industrial developers. We were privately backed, entrepreneurial and hungry. We took early-stage risks, secured land, pushed through planning and laid the foundations for what would become some of the Midlands most significant logistics schemes. Our work caught the eye of SEGRO, which started off as our development partner and subsequently acquired our sites and management platform. At SEGRO, I’ve had the opportunity to drive the delivery of SEGRO Logistics Park East Midlands Gateway, and one of my proudest achievements is building it out and leasing it fully 3-4 years early. It’s a career-defining project, both in scale and complexity, and brought me full circle with Savills who played a pivotal role in the land assembly and leasing. If there’s a thread that runs through my career, it’s people. I've been incredibly fortunate to work alongside some of the brightest, boldest and most supportive colleagues in the industry, many of whom I met through Savills and who I still work with at SEGRO.
I joined Savills in 1997, though the path I followed was far from a traditional one. I’d moved from London to Birmingham with DTZ a year earlier, transitioning from City Investment to Midlands Industrial: at the time this could only be described as a leap of faith.
Senior Development Director, SEGRO
Kate Bedson; from start-up spirit to SEGRO
David Middleton, Kate Bedson, Barry Allen
SEGRO Logistics Park, East Midlands Gateway
It also reminded me of how extraordinarily lucky (a word I may use a lot in this piece!) I had been to have worked at Savills for so many years, with so many brilliant people, when the foundations of that status were largely being laid. Savills today is indeed standing on the shoulders of some incredible giants! Fond Memories: In 1980, having dodged university (not helped by A-level grades of B,E,E!) and failed to get into the Army, I was lucky enough to have landed a job as a negotiator at a small estate agency in Fulham. Having then been transferred to its Knightsbridge office, I was then recommended for a role in Savills Town* Department (*pronounced ‘tine’ back then!) in Spring 1984. So, polished shoes and best tie on, I was interviewed at 20 Grosvenor Hill by the Savills Partner then in charge of residential, Henry Douglas-Pennant (aka HDP), and the (rather scary to me!) Victoria Mitchell (VMM), Joint Head of London Residential. I got through that somehow and was asked back for a final interview with VMM and the Partner who was taking over from HDP, Geoffrey van Cutsem (GvC). Nothing exceptional about that, other than the fact that the interview was to take place in Geoffrey’s flat off the Fulham Road early one evening. That interview largely consisted of Geoffrey taking me around the flat and then asking me what I thought it was worth. Happily, I think I must have over valued it, because I got the job!
I joined Savills, as a flat sales negotiator, in June 1984, just when it was about to open its first dedicated London residential office at 139 Sloane Street, working directly under the simply phenomenal Victoria – certainly the luckiest break in my career! I still have the memo, that GvC had prepared for all staff in the burgeoning, but still small, newly named London Houses & Flats Department, setting out its plans for growth, with a fee target of £400,000 for that year. I also have my first month’s payslip, reflecting my starting salary of £9,000 pa, showing a net payment after tax of £507.90!! You’ll notice that, in those days, for brevity, all equity partners and salaried partners were still known by their initials and, in a pre-email world, internal communications were via hard copy memos that landed in the In Tray on your desk.
I was reading a property article recently, in which the author referred to Savills as ‘…the firm that everyone wants to work for’. It stopped me in my tracks, not because it surprised me, but that I realised that it is perhaps the greatest accolade or benchmark of success that any business can achieve.
Head of London Residential Development, 1984-2021
Dominic Grace; recollections on 37 years of growth, grit and greatness at Savills
Every summer the Residential vs Commercial cricket match at Burton’s Court in Chelsea was another highlight. Although unfortunately a few windscreens were smashed as ‘sixes’ rained down on cars parked on adjoining streets! I spent five years in the Docklands and learned an immense amount, including dealing with an increasingly difficult market (the good times rarely rolled for long!). So back in Grosvenor Hill by 1991, working with Victoria to build the now London wide Residential Development business, we had to learn how to weather those tough times. This included taking cuts in our salaries, but there was never any doubt that the market would. The market did indeed rally and the Residential Development department, now ensconced in Sloane Street, started to assemble a team that included greats, such as Tim Whitmey and Ed Lewis. The following years are a bit of a blur, with George Inge handing over to Aubrey Adams, then he to Jeremy Helsby ,and then Mark Ridley. Over this period Savills, and in turn, the London Residential Development team, established a phenomenal head of steam. We managed to get involved in pretty well every major residential project in London. Notable highlights included The Bromptons (the first project to break the perceived value glass ceiling of £1,000 SqFt), The Knightsbridge (exceeding £2,000 SqFt) and One Hyde Park, which blew the roof off at £5,000+++SqFt !!!). Others, that were more about major regeneration and mainstream values, included Greenwich Peninsula and the Athletes Village in Stratford.
Dominic Grace, Johnny Seal and Hugo Kidston, The Highway, Wapping
It was the mid-80’s and the Partners, led by the great George Inge (GPFI), correctly predicted (or gambled?) that the UK economy and particularly the City were set to boom, with Maggie Thatcher in her prime. They were ultra-ambitious and, looking back, really brave risk takers in turning on all the afterburners, to slingshot Savills into becoming a major player across all property sectors over the next ten years, leaving some of its sleepier competitors way behind. When I joined the London Houses & Flats Department it was a relatively niche player in the market (it being something of a ‘bolt-on’ to the much bigger Country House Department). With a team that included Nick Couper, Gillie Cranfield and a few others, Victoria had other plans!
So, with immaculate timing (lucky again), I had joined a firm that was on an upward trajectory, a London market that was hotting up, with a boss, in Victoria, who was inspirational, hug ely supportive and hellbent on winning! Victoria, who had just been made an equity partner - a truly amazing achievement for a woman who had started as a shorthand secretary less than 20 years prior- had had to be very persuasive (she was good at that!) to get the partners to open the Sloane Street office. It was of course an immediate success, so Kensington and Hampstead offices rapidly followed. A letting business was also launched. Victoria had also recognised the opportunity to get more involved in development and by 1986 we were advising P&O on the residential elements of Chelsea Harbour.
Victoria’s work ethic and drive were legendary. For example, I’ll never forget helping her with the preparation of the Chelsea Harbour marketing report that was due to be on the desk of a famously short tempered client by a strict deadline the next day. Victoria had dictated a 40+ page report and Lulu Barker (now Palmer), her very long-suffering PA, had spent all day typing into her very basic word processor. At about 5.30pm, Lulu, just finishing the typing let out a scream of horror. The flimsy memory on the word processor had failed and the entire days’ worth of typing had been erased. Poor Lulu was inconsolable, but packed off home by Victoria, who spent the next 7 hours retyping everything herself, printing it off, binding the report and hand delivering it.
In 1986, we were also instructed by an eccentric Irish aristocratto sell his amazing penthouse in the warehouse conversion, Oliver’s Wharf, in Wapping. Witnessing all the development that was taking place in the Docklands, Victoria then persuaded the Savills partners that they should open an office there too. Victoria suggested that I should be head of the new office – laughable really, for a totally clueless 26 year old! So, in July 1986, on the Highway in Wapping, the Docklands office was duly opened. Not such good timing, as it turned out, because the News International printworks were immediately behind the office and the print unions were at war with Rupert Murdoch over his plans to relocate them. Pitched battles were taking place every night and I would arrive at the office every morning to a street that looked like a war zone!
My move to the Dockland office was yet another very lucky break for me, as it got me fully immersed in residential development and all that it entails and set the scene for the rest of my career. The late 80’s were an amazing time for Savills. It had well and truly shrugged off any ‘tweediness’ and had started to gain traction in the commercial property market, again led by buccaneering visionaries like Peter Oswald, James Dean, Charles Sanderson and others. Savills was small enough then for all Partners and Salaried Partners to congregate under one roof. Us youngsters would race down to Heythrop Park Conference Centre in our Golf GTi’s, to hear from the leadership on plans for expansion, etc. I clearly recall the first time I heard the words ‘blue sky’ being used in a business sense, in a presentation made by Charles Sanderson! Savills was already thinking BIG!
The good times were rolling, and we all came away from such gatherings having got to know one another properly, with an immense feeling of camaraderie and a ‘can do’ attitude. Savills had also thrown a gauntlet down to its competitors when it incorporated in 1987 and listed on the London Stock Exchange in August 1988. This coincided with the introduction of the now famous Savills Bonus System, whereby salaries were kept lower than our competitors, but departments and the key players within them, could earn significantly more than those competitors if they delivered good profits.
We benefitted hugely from Savills expansion into South East Asia, as so much of what we were selling was finding ready buyers in Hong Kong, Singapore and Shanghai. Many fun evenings were to be had in these cities, as we celebrated successful sales trips with our clients. I remember singing House of the Rising Sun at 2am in Hong Kong, with our client twanging the electric guitar, accompanied by a live band! Over this period, we also worked for those who are now recognised as legends in the development world, including Tony Pidgley (Berkeley Group), Harry Handelsman (Manhattan Loft Corporation), Gerald Ronson (Heron), Stuart Lipton (Stanhope), Sean Mulryan (Ballymore) and many others. We grew a market leading team, that was bolstered by new arrivals, such as Darren Arnold, Rob Pollock, Nina Coulter, Tor Jones-Davies, Tom Mann, Nick Vaughan, Mark Breen et al – some now leading the department onward and upwards.
What a ride I had over my 37 years. Never a dull day and friends, set to be lifelong ones, made along the way. I learned so much over my tenure at Savills too. Something that still resonates with me today is a conversation with Nick Ferguson, then Savills chairman. He’d patiently listened, as I banged on about assorted issues in the market and at Savills, when he politely interrupted me and said, “All very interesting Dominic, and I have heard about most of these issues from other Savills directors. I’ll ask you the same question I’ve asked them, what the f..k are you going to do about it!” Best advice I ever had!!
Tor Jones-Davies and Dominic Grace, Café 33, Margaret Street, 2015
The regular seminars and workshops were not only insightful but also deeply thought provoking, offering fresh perspectives on various aspects of our industry and ourselves as individuals. Each session was thoughtfully curated, one of the main highlights being the Emerging Leadership Programme where we took part in a series of workshops over the course of two days including: ‘how to have difficult conversations’ and a presentation skills workshop hosted by the Royal Academy of Dramatic Art, which provided us with practical tools and techniques that significantly boosted my confidence. What made this programme truly exceptional was the opportunity to connect and share experiences with so many amazing women at varying stages of their careers. It was also empowering to meet like-minded individuals all passionate about advancing their careers and I was able to form some strong relationships that I have carried forward to this day. I am grateful for the chance to have been part of such a dynamic and supportive group, I left the experience feeling motivated by the topics discussed and insights shared and would highly recommend the program to anyone looking for personal and professional growth.
Being a part of the Mentoring Circle Programme was one of the most rewarding experiences in my career so far.
Vanessa Murray, Founder The Circle Partnership Featuring Lucy Whife and Sian Tunney
Creating Mentor Opportunities for Women in Senior Leadership Roles
Vanessa Murray
Can you start by telling us about your career to date, and any key memories / experiences from your time at Savills?
I began my career as a rural surveyor before transitioning to commercial surveying at Workman after being tempted by the bright lights of the big city. I later joined Savills during a pivotal time for the firm, as it had just acquired Broadgate and was warmly welcomed by John Redfern and the London Business Space team. In my role as Associate Director I had significant exposure to some of the premier developments in and around London. In my second year, I was seconded to Stanhope Plc as an Asset Manager, where I played a key role in facilitating the transition from Practical Completion to steady-state operations for Phase 1 of the Television Centre redevelopment.
What is The Circle Partnership and what inspired you to create it?
The Circle Partnership is a mentoring, training, and networking organisation which is taking practical action to address the gender diversity gap in senior leadership roles within the built environment – through raising awareness of issues relating to gender diversity and improving female talent retention. Our flagship programme is The Circle Academy, a 12-month programme whereby we partner mid-level female professionals with senior female mentors from the broader industry and provide targeted emerging leadership training, regular guest speaker and panel events on issues pertinent to women’s progression, networking events, and access to resources. With over 400 alumni, today we’re proud to be recognised as a leading organisation supporting women's career progression across the Built Environment.
The inspiration for The Circle Partnership stemmed from my personal experience entering the field with no connections or background in surveying. I faced significant challenges in building a network from scratch and accessing senior female leadership which motivated me to create a platform that could provide the support and guidance I lacked at this critical stage. My colleague Ceri Moyers joined as a Director in 2022 assuming responsibility for the training and development areas of the business. She spent her career in construction, in client relations, coaching and corporate communications so brings a complementary perspective and skills set.
How has The Circle Partnership evolved since its launch, and what kind of impact have you seen so far?
The Circle Partnership began as an initiative pairing 20 mid-level female mentees in the real estate sector with 20 senior female industry leaders as mentors for 12 months. This mentoring aimed to provide external support during a critical career stage where many women faced challenges transitioning into leadership roles, and also to address the challenge of a lack of role models for women. The initiative evolved into what we now call The Circle Academy, a fully integrated 12 month development programme that now includes not only mentoring but targeted training, networking and upskilling. Today we take through up to 100 mentees on an annual basis.
Our program boasts a proven track record, with 80% of participants achieving either a promotion or reaching a significant professional goal. We are proud to see mentees from our 2020 cohort progressing into leadership positions, and we are honoured to continue partnering with them in a mentoring capacity as they advance in their careers. The Circle Partnership as an organisation now also includes Development Circle, where we provide coaching and development solutions for mid-level talent and Mentoring Circle, where we support businesses in the development of impactful internal mentoring skills. Both if these business areas utilise the specialist knowledge and experience we’ve gained over our time growing The Circle Partnership.
How did you take the idea from concept to reality—were there any pivotal moments or turning points in its development?
In the interest of transparency, building a business was not the initial objective! However, the clear, ongoing need, the industry's response and the persistent demand from our community of mentees and mentors prompted us to evolve. An unexpected but significant benefit of the programme has been the community that has developed among our mentors. To nurture this, we host an annual mentor dinner and extend invitations to all mentors for our Circle Academy events. These initiatives facilitate connections and foster a sense of community among senior professionals who often find themselves in isolated leadership positions. Many of our mentors comment on how they wish they’d had this kind of network earlier in their career – and are making the most of it now!
A pivotal moment in the development of The Circle Academy was the introduction of our Emerging Leadership Programme which is exclusively for the mentees. This two day programme is designed bespoke each year and delivered in-person to all mentees. We draw upon the latest research and applicant feedback to inform its content and place emphasis on building authenticity, agency and impact in all participants. This intervention has emerged as one of the most impactful elements of our program, providing participants with cutting-edge insights and practical tools for career advancement.
Circle Partnership Events
Savills is a sponsor of the programme, how has support from key stakeholders in the industry helped in growing the initiative?
Savills has been a key sponsor of the programme since its inception in 2020, and the support of such a prominent and influential player in the sector is invaluable, allowing us to make impactful change at scale and measure the success of those who apply and are accepted onto the programme. We are also able to share insights and trends observed from our mentees’ experiences with key stakeholders, and in turn this data helps those organisations refine their development strategies and enhance their approaches to equity, diversity, and inclusion.
The Mentoring Circle is one of the best training programmes I have completed in my 10 years at Savills. The 12 months are a well-designed balance of networking, mentoring, and learning – and specifically covers the typical challenges and development opportunities that young women in our industry face. As well as being allocated a senior female mentor within the real estate industry (which is a fantastic opportunity in itself), the 12 months offers numerous educational sessions and networking events, supporting those in the programme to grow their network. The programme’s content is varied – but very focussed on its audience. Particularly highlights included the Emerging Leadership Programme two-day workshop and the Christmas Party charity fashion show! There were a few of us from Savills in my cohort and involvement from others around Savills including Sian Tunney and John Redfern. The Mentoring Circle’s founder, Vanessa Murray, also worked at Savills between 2018 and 2020. More than anything, it was brilliant to meet so many other like-minded women from the industry. It’s a real bonding experience and many of those I am still in touch with today. I’d highly recommend to apply to anyone at Savills considering the Mentoring Circle!
I met Vanessa as she began to develop the Circle Partnership, formed from a desire to make a real difference to the representation of women in senior leadership roles. She recognised that a key challenge women face as they start their career journey in the property sector is access to experienced women who can provide support and guidance and be meaningful mentors. She realised that those experienced women she met were delighted to be able to provide that support and were enthusiastic about joining her in trying to make a difference. She harnessed this willingness to help and developed a coaching programme which addressed the areas women find more challenging and as a result created a powerful network which also encourages women towards senior roles. I was keen for Savills to benefit from Vanessa’s experience as she really understands the barriers and we didn’t hesitate to support the programme. We are now in our 5th year and the impact it has had on those taking part is huge. I am a mentor and have met some incredibly successful women from whom I take inspiration and advice as I navigate my own career, something I haven’t enjoyed before and which I value highly. It’s so nice to talk to women at the same stage of their career to share challenges and successes.
Sian is the key proponent who encouraged Savills to sponsor the programme, securing 10 slots per year for mentees from Savills.
"Vanessa and her partner Ceri and truly making a difference and delivering on their vision to improve the representation of senior women in the property sector."
Founder of The Circle Partnership and Professional Coach
Vanessa Murray; empowering women in senior leadership through mentorship opportunities
Being a part of the Mentoring Circle Programme was one of the most rewarding experiences in my career so far. The regular seminars and workshops were not only insightful but also deeply thought provoking, offering fresh perspectives on various aspects of our industry and ourselves as individuals. Each session was thoughtfully curated, one of the main highlights being the Emerging Leadership Programme where we took part in a series of workshops over the course of two days including: ‘how to have difficult conversations’ and a presentation skills workshop hosted by the Royal Academy of Dramatic Art, which provided us with practical tools and techniques that significantly boosted my confidence. What made this programme truly exceptional was the opportunity to connect and share experiences with so many amazing women at varying stages of their careers. It was also empowering to meet like-minded individuals all passionate about advancing their careers and I was able to form some strong relationships that I have carried forward to this day. I am grateful for the chance to have been part of such a dynamic and supportive group, I left the experience feeling motivated by the topics discussed and insights shared and would highly recommend the program to anyone looking for personal and professional growth.
Siân Tunney
UK Board Director, Licensed Leisure
Lucy Whife
Director, Global Occupier Services
Fiona Crowley
Associate Director, Office Agency
Royal Academy of Dramatic Art Session
Gerald Kaye, former CEO of Helical Bar and David Williams
In correspondence; letters between Gerald Kaye and David Williams
Dear Gerald, For a career of consummate professionalism and focus, then yours has been unbeatable. That loyalty factor to your friends and colleagues to deliver a best-in-class respected business is particularly rare and my thanks stage left for your continuity of all the above with Savills. The next chapters are all before you and look forward to hearing what those might be. As an incredibly junior marketing assistant I think we first met in LET's offices when Liell Francklin and Richard Barker were asked to market 15 Knightsbridge and remember being completely petrified by the bosses (Peter and John Beckwith) and a gentleman at the back smoking a pipe who said nothing. Little did I know this was Robert Phipps with whom I went on to have a fantastic rapport and we let with a certain Simon Waterfield, Bridge Street Plaza in Reading to the Bank of Ireland not before the BSP promotion balloon had cut its moorings on the day of the launch – coming to rest in an old lady’s garden in Maidenhead, but I digress! You and Master Ferrari were then cut loose by the Beckwith’s to do your own thing and two projects I remember very fondly. The first being Reigate Hill House, where the genuinely offensive neighbors took umbrage about being overlooked. Just prior to the opening reception, I clearly remember looking out of the top floor window with you and agreeing a bit of black-out plastic film should do the job! Then to Edinburgh House St Albans, now I see being sold for apartments by that multinational residential operator Gale Homes – you handed over to the newby Peter and by Jove we let it in bits... finally But these were mere morsels on the side plate of your career. Bonning kindly gave me your address and over the next few years please don't hesitate to get in touch if you are in Cornish parts. I'm not quite done yet with hopefully the odd bit to give back to Cornwall and some wonderful projects to see through in London. Nearly 44 years at Savills is a good start and this was in no small part thanks to you and the LET team that I got interested in property properly. With all best wishes and particular thanks David W
Dear David, My apologies for a slightly delayed response to your extremely kind letter of 22 August. Indeed over the last 40 years at LET and Helical, I have done a considerable amount with Savills. You memory of Reigate Hill House and Edinburgh House in St Albans, is good but a real sign of the times that the latter is now going for residential. Both LET and Helical have been entrepreneurial and free-thinking operations which have suited me well. When we had the celebration party for One Creechurch Place I found the first letter introducing the site from Charles Ingleby 21 years previously and I awarded Peter Thursfield a trophy for having endured what I had calculated to be about 500 letting meetings with me. Poor chap. Then there was 77 Old Broad Street, 25 Chiswell Street, 8 Finsbury Row, 200 Aldersgate, One Rothesay and One Precinct Place. I must have missed something. Over the years we have all worked hard but we have had plenty of fun and enjoyed some great friendships. I much appreciate all your support and help over the years. I have two Helical projects upon which I am consulting. I got Savills (Thursfield and team) involved on Brettenham House – and will be advising an overseas owner on their London assets. I will see that else comes along. So enough to keep me going, but a bit more time to myself and some pro bono things. My very best wishes, Yours ever Gerald
David Williams together with Liell Francklin started working with Gerald when he was at LET in the late 80’s before Gerald moved to Helical Bar.
Gerald kaye
Gerald had an incredible 30 year journey at Helical Bar, culminating in becoming CEO and Board Member
I joined Savills in January 1990, aged 29, as an Associate in the Professional Services team headed up by James Marland in Grosvenor Hill. After spending 8 years at Richard Ellis (now CBRE), I was headhunted by Martin Durgan who had left Richard Ellis a year earlier to join Savills’ Professional Services team. I was recruited to grow the commercial valuation business, working alongside Adam Slater. A separate Professional Services team, comprising Robert Dean, William Newsom and Richard Elphick, was based in 25 Finsbury Circus and covered the City & Docklands markets (see attached corporate brochure). Our jurisdictions were not meant to overlap but they did on occasions! Andrew Eve and Jenny Vartan joined the team in 1991 just before James Marland became Managing Director of Savills Commercial and Adam Slater set up Savills’ Financial Services arm. Andrew, Jenny and I moved across to the City office to join William Newsom who had just been appointed Head of Commercial Valuation. At the time, our valuation team comprised a small handful of us undertaking valuations for property companies, funds, and a small number of banks, mostly UK Clearers. The early 1990s were brutal. Savills share price slumped to 18 pence in January 1992, Canary Wharf filed for bankruptcy in May 1992 and the Bank of England base rate peaked at 15% in September 1992. It was survival of the fittest but the decade proved to be truly formative. We were innovative and responsive to changing market conditions and so, not long after I joined, I formed part of the Corporate Recovery Services team (see attached brochure).
Savills were already market-leaders in the residential and agricultural sectors but our commercial profile was considerably smaller but this was about to change dramatically. The rapid growth of our Commercial Investment and Agency business in the mid-1990s was a real game-changer, not only for the company but also for our small but growing commercial valuation business. This period of growth coincided with the German banks entering the UK property lending market for the first time and the rapid expansion of the commercial real estate debt market that required loan security valuations to support their lending decisions. The new team under William, which by now included Ian Malden (another former colleague from Richard Ellis), became focussed almost exclusively on loan security valuation work which commanded higher fees and heralded a period of sustained and quite extraordinary growth in our valuation business over the next 20 years.
I retired from Savills on 31st March 2025 after more than 35 happy years in the Valuation Division based in London.
The securitisation of commercial real estate debt by the likes of Goldman Sachs and other investment banks further turbo-charged the growth of our valuation business and our fees. By now, we were securing a series of high profile valuation instructions, such as the securitisation of 26 Sainsbury’s superstores, and loan security valuations of many substantial assets like Fosse Park, St Katherine Docks, and Westfield Stratford Shopping Centre. High loan-to-values (LTVs) of 85% were not uncommon in the mid-2000s but the Global Financial Crisis and subsequent collapse of Lehman Brothers caused property values to collapse, on average, by more than 40% in just 18 months. Thereafter, the property lending market was slow to recover, and lower LTVs and reduced lending activity caused valuation fees to reduce significantly. Since then, we have continued to diversify our business to include regular portfolio valuation work for funds and property companies as well as expand our residential valuation work to include PRS, BTR and operational assets.
In 1994, the growth of our loan security valuation work for lenders necessitated a return to the West End so that we could work more closely with our agency and investment colleagues to ensure our valuations reflected both market evidence and current market sentiment. Our commercial valuation business at the time had a turnover of just £2m and I recall the 10 of us having a strategy lunchtime meeting in Fino’s Wine Bar in Mount Street to discuss how we could more than double our turnover to £5m within five years. Suffice to say, we achieved it well ahead of schedule with the help of some hard work and strategic hires such as Stephen Reasbeck, Patrick Hill, and Nick Hume.
Between us, we single-mindedly targeted the growing number of new lenders entering the property lending market, and our “Lenders List” (a bible of Who’s Who in the property lending market) was born and was meticulously updated every week. Over 1,500 clients were attending our annual Financing Property presentations – our property market forecasts and insights into the lending market proved to be hugely popular. By the early 2000s, we had gained “trusted valuer” status among many of our property lender clients. Over time, we had succeeded in knocking our peers off their perch! These client relationships underpinned the future growth of the Valuation Division which now has over 125 staff in London and the Regions including well established teams of residential valuers led by Tony Griffiths and Michael Sharpe-Neal.
Valuers are not renowned for being party animals but, unlike many of our peers, we made considerable effort to develop personal relationships with our lender clients, often over long leisurely lunches that sometimes went on well into the evening. Our Divisional marketing budget went through the roof as we rarely missed an opportunity to wine and dine clients in London, at MIPIM and EXPO, and at various sporting events such as Henley Regatta. We have David Peil (a former valuation colleague and ex-rower) to thank for getting us tickets every year to the Stewards’ Enclosure.
Over the years, I’ve had the pleasure of valuing some of the UK’s largest trophy assets as well as some very complex properties, and endured many sleepless nights agonising over our valuations during some very challenging times when the markets corrected rapidly and there was a dearth of comparable evidence to support our opinions of value, such as during the early 1990s recession and in the aftermath of the Global Financial Crisis. A considerable number of us have been fortunate enough to have worked at Savills for most, if not all, of our career which is testimony to Savills’ culture of empowering and rewarding their staff. The company has always promoted a can-do attitude and a culture of work hard, play hard – a culture that convinced me to join Savills all those years ago and I’m sure has been instrumental in achieving such high staff retention rates and retaining our position as The No. 1 Graduate Employer in the profession for the last 15 years or more.
But, above all, it’s the people who I miss the most – my colleagues and clients – friendships that have been developed over so many years, mixing business with pleasure and a lot of humour along the way.
Retirement
Duncan Hall; beyond the numbers - a career shaped by people, purpose and property
Duncan's retirement celebration
Everything was based on manual records, and mobile phones or the internet hadn’t been invented. Working on comprehensive redevelopment in the north of the city, the typical value paid in compensation for a substandard two room tenement flat was just £300! In those days the RICS itself set the professional examinations, and when Derek passed the final exam in 1975 there was no APC or project to complete, and he was a fully qualified valuer at the age of 23. After qualifying, a move to the City of Glasgow Estates Department opened up a far wider range of work. The city’s landholding was enormous, and there were numerous issues which had to be resolved from development of major sites and management of commercial properties down to disturbance claims, boundary issues and even agricultural land. Local authority estates may appear to be unglamorous, but from a professional point of view the work was always varied and interesting.
Graduates joining Savills today would not recognise the workplace when Derek Lloyd, who has just retired as a public sector consultant, joined the District Valuer’s office in Glasgow as a trainee valuer in 1970 at the age of 18.
Derek Lloyd; a career defined by public service, professionalism and progress
Career progression in Scotland was inevitably limited, and a move to London in 1985 opened up new opportunities, including a spell at Jones Lang Wootton as an investment valuer, and a return to local government, becoming the estates surveyor for Surrey County Council. It was a totally different type of authority from Glasgow, but the work was just as interesting. Outsourcing was very much in vogue when Derek moved to Surrey in 1993, and he lived through three different iterations of outsourced contracts, the last of these involving tendering of estates services into five different contracts which were much easier for suppliers to bid for and to manage, as well as achieving significant economies. Derek believes that for leasing and sale of properties and specialist expertise the private sector is much the best way to go, but for run-of-the-mill property and estate management it’s often much cheaper to retain it in-house, as well as making it easier to deal with the inevitable politics which the private sector is less equipped to handle.
Richard Rees presenting Derek with a painting titled “going to work” (ironically) by the artist Lowry. Derek has a number of his paintings in his home.
Derek joined in 2005 as a part-time consultant to develop the basic documentation and start submitting tenders for public sector work. This was a separate target client base from the large social housing clientele which had already been built up by James Sparrow. From the outset, the arrangement was always designed to be home-based and totally dependent on the internet, which was considered fairly radical at the time. The first tender won was for the sale of a police training centre at Cwmbran for the Home Office, and a number of other successes followed. The team was built up under the late Alex Dawson to become a major player in public sector property. Nowadays, a great deal of work is tendered through frameworks such as CCS or Homes England, and Savills is ideally placed to set up virtual teams to deal with individual commissions throughout the UK.
Derek’s tip for today’s new starters at Savills – no matter how small or trivial the task, always complete it to the very best of your ability – the quality of the work you produce will always be recognised.
So with a notebook and pencil in hand I started my job as a secretary to two partners in Cluttons, one of whom, Giles Mounsey-Heysham, is still on the Savills payroll today. The typewriter was electric (just), shorthand was taken, and the senior staff were addressed as “Mr” and then by their Christian name. Tippex was an essential part of the tool kit: 3 carbon copies of any typed documents had to be taken, white for the file, green for circulation for the team and pink for the day book. Letters were put in the blotting book to be signed together with their envelopes. These were typed - no window envelopes or handwriting as is the case today - (that is to say if post is even sent today!). Dictation then changed to a Dictaphone - and I still transcribe from that today using the same foot pedal I used 40 years ago. If any of the younger generation are reading this, they probably don’t even know what I am talking about. But in the same way I cannot work out how they transcribe if not with a foot pedal! There was one photocopier in the office (there were about 50 staff) and if something had to be copied it went into a folder and it was collected and returned. We also had a telex machine and fax. The tea lady brought around tea and coffee in the morning and afternoon so there was no catching up on news or gossip while waiting for the kettle to boil. However quite a lot of lunching went on by the partners and, as there were no mobile phones in those days, we weren’t tied to our desks the whole time. Finos in Mount Street was a real institution and no doubt many of those reading this will remember it before it closed in 2021.
Next came the first word processors with a Monotype system and an Olivetti word processor. There was just one for the office which was kept in a cupboard. It churned out circular letters and that was a great step forward. Everyone was then gradually introduced to a word processor with a single screen, quite small with a hard drive on the desk. Next came the introduction of two screens (a wonderful development) and we were then introduced to the one large one screen that we have now. Many weren’t sure at all to start with but needless to say things move on and it is difficult to operate without it now. The introduction of the work lap top was also a revelation but brought in more gradually and for some only just before Covid. The IT department were completely brilliant and had everyone working from home with Teams which had only just been introduced before we entered the 18 months that was to change our working habits completely. Now, the telephone hasn’t been mentioned. It’s hard to believe today when everyone has a mobile phone with texting, emails and access to almost everything connected with work. No wonder most seem to have a personal phone as well as a work phone. Back at the beginning there was one phone on the desk, the secretary screened all calls and put them through. Now not even a phone on the desk but all through the computer on teams. When the mobile phone arrived in the late 80’s, it was about the size of a brick but it did enable us to contact the boss at any time. That may be hard for some to imagine now that we all have slim phones and everyone is available at all times. So today I can sit and write this in any place in the world with the ability to send it to anyone anywhere. Some 4 technological revolutions in 40 years! In thinking what the next 40 years will bring, I think it would be best to ask CoPilot! Indeed, perhaps I should have asked CoPilot to write this for me and perhaps it would have been better. (Certainly not; Ed!) It has been an amazing 40 years and the best things have been the people and the friendships I have made along the way. Many of those I have worked with I still see or am in touch with regularly. Not so many are still working but I have made a lot of new friendships particularly in the Rural division and though not an EA officially, I like to think that I am Everyone’s Assistant. CoPilot cannot do everything!!
In 1984 I walked past the Savills office in Grosvenor Square to start work at Cluttons in Grosvenor Street. Little did I think that I would eventually be working for Savills and indeed in the same job, now 41 years later.
Philippa Railing, Team Administrator
40 years on in technology as a secretary
It has been an amazing 40 years and the best things have been the people and the friendships I have made along the way. Many of those I have worked with I still see or am in touch with regularly.
Dictarphone
Olivetti Electric Typewriter
Philippa Railing
Team Administrator, Margaret Street
Alastair joined Savills in 2015 where he specialised in rural estate management.
Alastair Deighton
Supporting our Armed Forces
Give us a summary of your military career.
After meeting a Royal Navy liaison officer when I was 15 I sat the Admiralty Interview Board while at school and was lucky enough to be awarded financial support for my last year of sixth form and for university. Britannia Royal Naval College (BRNC) followed and I started my training as a warfare officer. I had a blast in five years of hard work, hard socialising, eye-widening travel and learning a very great deal about how leadership and human nature interact.
What were the highs and lows?
Being away from Alison, my then girlfriend and now wife, was never great but there were points on a long deployment to the Gulf where, working six hours on, six hours off for days on end and missing home, things got a little glum. However, the technical low point of my RN career now seems to be what my colleagues and friends remember me for most: having a particularly bracing “chat without coffee” with my Commanding Officer after becoming a little socially confused the evening before and telling him (while he was talking to the British Honorary Consul in Novorossiysk) that I very much loved him. However, I now have a framed letter in the downstairs loo reprimanding me for “conduct unbecoming of an Officer”… The corollary of the lows being low is that the highs can be very high indeed. Candidates for top spot include: swimming in the Red Sea, miles from the shore; phosphorescence in our bow wave while on watch on a moonlit, inky calm night in the northern Indian Ocean; captaining HMS CARDIFF’s rugby XV against Le Havre; driving the brand new HMS ST ALBANS at full speed (“Revolutions 190”) across Start Bay and overtaking speed boats while doing so; and, being Senior Officer Cadet of my passing out platoon at BRNC and catching my Mum’s eye as we marched past. However, the greatest high is more indefinite and general: the intense bonds of friendship and collegial action formed with like-minded people who want to get stuff done while also kicking the arse out of life!
How did you decide to target real estate when you left the Navy?
I worked briefly as a shipbroker on leaving the Navy as it was London-based and Alison and I were living in St Albans. It was immediately apparent that I was not very good at it – whether the hatred of the job came before or after that realisation is an interesting point. Before my parents divorced, we were tenant farmers and I had a vague recollection of someone called “the agent” who used to come to the farm now and again. I ‘phoned my Mum and, in the course of a conversation saying that things weren’t really going to plan, she mentioned that she had bumped into “the agent”, Peter Thwaites of Savills, the week before. A conversation with him followed and I ended up borrowing a load of money to go back to college to study for MSc in Rural Estate Management. Having always dressed like I was a minor character in a James Herriot novel, rural surveying felt just peachy and I started with Smiths Gore in Lichfield in 2005. I knew by the end of day 2 it was the career for me as I had been sent out into deepest, darkest Shropshire to negotiate the sale of a small plot of land for a garden extension and had not only got it over the line but also worn wellies and tweed and eaten a large steak pie for lunch.
What translates well into Property from military?
The main thing is the primacy of getting things done. Indeed, a seminal moment in my education was at BRNC when, with a practical leadership task involving ropes and boats and an imaginary casualty going wrong, I had started laughing. My training officer, Stewart Bankier, looked me straight in the eye with a face set like granite and said, “Mr Deighton: get the job done.” Consider rationally and then act – don’t just pontificate and procrastinate or play to the gallery.
Tell us about your new career?
I am off to be the Bursar of a prep school in East Sussex, Marlborough House Vinehall. The Bursar is responsible for everything that makes the school function: income, outgoings, compliance, maintenance and HR being the biggies. In short, getting things done! The context will change but there will be many things in common with my previous careers
Alastair visits HMS Sutherland at an event hosted by the MOD, a Royal Navy type 23 warship, similar to the one he served on
Alasdair working on HMS ST ALBANS, 2002
Solo Land’s End to John O’Groats, 2022 (4 days 15 hours) in aid of the Savills charity that year, Young Minds
Sevenoaks cricket, 2023
What will you miss the most about Savills? What lessons will you take with you?
Savills’ greatest plus point is that it is a meritocracy, and a proactive one at that. I have taken considerable pride in being part of an organisation that seeks to cast its recruitment and talent development nets beyond the usual narrow cadre of people that have dominated property, and rural property in particular, for so long. As for what I will take with me, I propose keeping my name badge… and some fond memories of people I have met and their traits that I hope to emulate: how to be commercially savvy but utterly human and decent from Rupert Clark; how to negotiate from James Dennis; how to talk softly but be the most impressive person in a room from Alice Rawdon-Mogg; work rate from Kate Shave; and, endlessly evolving curiosity about what makes people tick from Fred Lucas. In short, I will take plenty with me!
James MacFarlane and me having a weirdly coordinated wardrobe
Supporting Our Armed Forces:
Savills' Commitment to Service Leavers, Cadets & Reservists
At Savills, we are proud to support those who have served in the armed forces, as well as cadets and reservists. Our comprehensive programmes and initiatives are designed to help service leavers transition smoothly into civilian careers, provide opportunities for cadets to develop valuable skills, and support reservists in balancing their military commitments with their professional lives.
Our Schemes for Service Leavers We offer a range of schemes to assist service leavers in their career transitions: Career Fairs: We actively participate in service leaver career fairs, providing valuable networking opportunities. Guaranteed Interviews: Every service leaver who applies to Savills is guaranteed a first-round interview. Events: We host and attend various events specifically for service leavers. Work Experience: We offer work experience placements for veterans to help them gain practical skills and insights into the industry. Benefits Programme: Our tailored benefits programme includes: Reserves Leave: Paid leave for reservists to complete their annual training. Cadets Leave: Support for cadets to participate in initiatives. Mentoring: Guidance and support for those transitioning out of the armed forces.
Recognition and Awards Our commitment to supporting ex-forces personnel has been recognized nationally: Top Employer: Savills has been ranked 38th in the Great British Employers of Veterans listing, which will be published in June. Advocacy: Noel McGonigle has been nominated for the Veterans Business Advocacy category at the British Forces in Business Awards, taking place on 27th June. Cadets Support Savills is dedicated to supporting cadets through outreach and leave for participation in initiatives. Cadets, who are young people involved in Ministry of Defence (MOD)-sponsored voluntary youth organizations, benefit from a range of activities designed to develop their skills and explore armed forces traditions.
Key Aspects of Being a Cadet: Not Part of Armed Forces: Cadets are not required to join the armed forces after completing their cadet program. Life Skills Development: Cadet activities enhance personal development, leadership, teamwork, and community involvement. Variety of Activities: Cadets engage in sports, adventure training, and educational programs. MOD Sponsorship: The MOD supports five cadet forces: Sea Cadet Corps, Volunteer Cadet Corps, Army Cadet Force, Air Training Corps, and Combined Cadet Force. Reserves Support Reservists play a crucial role in the UK's defence, serving part-time alongside full-time personnel. Savills supports our colleagues who are reservists by offering two weeks of paid leave to complete their annual training. For more information about our programmes and initiatives, please visit our website.
Dawn McKenna Group, with Coldwell Banker Realty, in collaboration with Corcoran and Savills, introduces the exclusive Port Royal, Naples gated sanctuary for $295 million
Our biggest news of the last year
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Savills announces the appointment of Rick Schuham as CEO, Global Occupier Services
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Significant commercial hire for Savills Auctions
Savills Rome opens its new headquarters following refurbishment
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Savills expands APAC Lease Administration Team
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Operated by The Wellington Trust and available for private hire, weddings, offices and conferences, is also is set to become a memorial ship for those men and women who fell victim to torpedo attacks and the Battle of the Atlantic in World War II.
John Parkinson Savills Investment and Savills US
HMS Wellington on the Thames just next to Temple tube, is a remarkable venue for entertaining friends and indeed Savills alumni.
Keep in touch
Andrew Whitehouse Director Savills UK Investment
Simon Waterfield who set up Savills Decentralised Office Agency (catchy title) in the mid ‘80’s now known as Business Space
George Tindley Savills UK Investment and latterly founding member of Savills Investment Management
04
Tom Sheldon Our host, Tom set up Savills Commercial Development business together with Simon before the M25 was built!
05
David Williams assistant to Messrs Waterfield and Sheldon, 1984-1993.
06
Well worth the visit- indeed your trip will greatly assist HMS Wellington’s conservation and maintenance - the only surviving Grimsby Class Sloop.
Simon Waterfield, Tom Sheldon & George Tindley
Alumni gather aboard HMS Wellington
First, and most importantly, the Ukrainians were immensely grateful for the trucks and all of the humanitarian aid which we and the rest of the convoy were able to deliver as a direct result of your immensely generous donations. It is not just the aid itself which will help, but the knowledge of the emotional support which the aid represents which is a real comfort to them. The drive from Hampshire to the Polish border (some 1200 miles), certainly felt long, but the Isuzu held together very well and gave us no trouble except for a somewhat unreliable temperature gauge. The countryside of Eastern Germany and Poland was remarkably flat and open (punctuated by large areas of forests and woods), but it was plain to see how easy it must have been for the armies of the many invaders (Polish, German, Russian, Austro-Hungarian, and even Swedes) to advance into Ukrainian lands. Neither of us expected the huge amount of traffic on almost every part of the journey, but particularly in Belgium and Germany resulting in frequent hold-ups and quite long delays. The selfie below is included to demonstrate, beyond any doubt, our mastery of all technical matters... We stopped overnight outside Eindhoven and then met up with George’s friend, Jeremy Aitchison and his two co-drivers, David Roblin and Simon Clements, in Dresden. Jeremy, David and Simon would later drive their truck, ours and another from Lviv down to Odessa.
Dear friends, we promised you on our return from our journey to Lviv, a brief summary of what we did, what we observed and the impressions we formed of Lviv and the Ukrainians we met.
George Tindley & Jeremy Aitchison
Supplies to Ukraine
Eindhoven stopover!
Heading to Odessa
Having joined up with the 34 other trucks of the P4P convoy near the Polish border with Ukraine, we were led to a smaller border crossing. Even with priority for the P4P convoy, getting through the Polish and Ukrainian border controls took nearly three hours. And then the fun started. For the drive (it was now dark) from the border into Lviv, the convoy was led by a police car with lights flashing and sirens blaring. Our instructions were to turn on our hazard warning lights, to drive as closely as possible to the vehicle in front, not to allow anyone to “push in” between convoy vehicles, and to ignore all traffic lights and pedestrian crossings. As the convoy proceeded, all other traffic stopped and/or got out of the way. It was the nearest that either of us is ever likely to experience proceeding like royalty!
On arrival outside the Governor’s offices in Lviv, the trucks were parked and overnight all, but those six trucks which were destined for Odessa, were unloaded and their contents organised for distribution. The next day, the trucks themselves were driven away to the military units to which they had been allocated. Our truck had been allocated to the 28tth Brigade in Odessa with its load of military grade medical equipment, lithium battery packs, thermal clothing, together with toys and medical supplies for an orphanage there, and four donated new spare tyres for our truck.
On the morning after we arrived in Lviv, buses took everyone to the Field of Mars (Mars being the god of war), a large field near the centre of Lviv which has become the burial ground for soldiers (men and women) from Lviv and its surrounds killed in the war with Russia. There were roughly 1,200-1,300 graves already and two more had been dug for two funerals that day. It was immensely harrowing.
We returned to the Governor’s offices, outside of which the official handover of the trucks to the Deputy Governor took place. The picture below is of George receiving his certificate of thanks from the Deputy Governor of Lviv.
The rest of that day was spent in a fascinating tour of the heart of Lviv with a marvellous Ukrainian guide, Artem, whose knowledge and explanations of Ukrainian history and the architecture and history of many of the buildings was wonderful. Lviv is a UNESCO world heritage site and is a very beautiful city reflecting its historic position as a major trading post in the heart of central Europe.
The day concluded with a dinner for all of us with the Deputy Governor and representatives of the Ukrainian military. It was also a final opportunity to meet and talk with our fellow convoy drivers who had come from near (Hampshire) and far (Canada, Australia, Islay!). The stories they told and their enthusiasm and commitment to P4P was remarkable, and yet unsurprising. For some, this was their first convoy, but there were many others for whom it was the second or third trip.
George receiving his certificate
Lviv, a world heritage site
P4P gathering
We left Lviv early on the following morning in a minibus heading for the Polish border. We had to cross the border on foot, which was a particularly poignant experience – a big queue on the Ukrainian side and then a long walk, trailing our suitcases, down a path through “no-man’s land” to the Polish side with another queue and rigorous security checks before we emerged back into Poland.
From the border we were taken by bus to Przemysl railway station to catch a train to Krakow, the airport and a flight home. In the twenty months since the first convoy in March 2023 up to the end of this month, P4P will have operated 17 convoys to Lviv and delivered 525 trucks driven by 916 volunteers. The Ukrainians estimate that each truck has saved ten lives. In addition to the vehicles, P4P will have delivered more than £5,000,000 of aid to Ukraine. We are both very proud to have been a very small part of this.
P4P's incredible contribution
Convoys to Lviv
Trucks
Volunteers
of aid to Ukraine
17
525
916
£5 million
For both of us it was an enjoyable and immensely rewarding experience, but also a salutary and humbling one. The dignity, courage, fortitude, resilience and gratitude of the Ukrainian people we met was so uplifting. But whilst it is good to do something, however modest as we did, to help them, they need so much more to fight the evil of the Russian assault on their country. As the war continues, it is easy to forget in the comfort of our lives here just how much fear and suffering they are having to endure. Let’s not allow them to be forgotten. Our final tally of funds raised through Just Giving is £15,717, but this figure increases to approximately £16,750 when you add in donations outside of Just Giving. If you include Gift Aid, the total is close to £20,000, which is four times our original target. Once again, this would not have been possible without your extraordinary generosity – so huge thanks to all of you, including those who gave anonymously.
Queueing to cross the Polish border to head home
Alumni contacts across the UK
We are very pleased to receive and assist with a wide variety of discrete enquiries from our alumni which in the customary fashion we attend to immediately. Recent examples include requests for contacts at Savills to assist in the sale or acquisition of private residences, acquiring a new beach house in Greece and selling a beautiful boat house on the Isle of Wight, or auctioning surplus family assets, refinancing a shopping centre and just last week, instructions to sell a prime West End office building. More often than not, alumni actually want to get in touch with each other- we are here to help. Our master list of contacts is constantly refined and updated so feel free to give Grace, Amy, or I a call to see if we can assist by return.
Dear Alumni,
grace.cassady@savills.com 07972000018
dwilliams@savills.com 07879402559
Amy Barber
amy.barber@savills.com 02074098179
