Managing Director of Rowlinson
For the past 70 years, Rowlinson has been a pillar of the North West construction industry, with a proud history that spans the successful development of both residential and commercial projects. Today, the business specialises as a builder and developer, shunning the trend for formulaic, off-the-peg responses to provide flexible and deliverable solutions, often in partnership with local authorities and housing associations across the UK.
We chatted to Managing Director David Chilton about the ups and downs of the construction industry, and the importance of loyalty and longevity – both in the culture of Rowlinson, and in their decades-long partnership with HURST.
Although I’ve been in my role with Rowlinson for eight years, the relationship with HURST far outlasts me. I believe the partnership started at some point in the 1990’s, so well over two decades now, and I know that Tim Potter of HURST has been at the heart of things from day one.
I suppose you could look at that kind of longevity and question whether things could get stale. But that’s not the case at all. There’s a huge amount of value in partnering with an organisation that has such a deep, intuitive respect and understanding of our business. And it’s given us a foundation of trust that the whole relationship has been built upon.
The construction industry is a turbulent place to run a business, and the past couple of years are a prime example. But I know HURST has been with us through the ups and downs for decades… I’d say our companies are in stride with each other, so when we make a decision or explore a new opportunity, they usually understand why. They get us. And money just can’t buy that kind of appreciation and respect.
Over the years we’ve benefited from fully rounded expertise and advice. They continue to support us across audit, tax, corporate finance, strategy and more. They’re our go-to people across all areas of the group structure, and we know we can rely on them for a balanced, honest and valued perspective. They’re often the people that give us the conviction to pursue new ideas or opportunities, but equally they’re ready to challenge us constructively when they see potential pitfalls on the horizon.
Overall, nothing about HURST is transactional. It’s a true relationship, and we know we can pick up the phone and talk to them whenever we need to. Perhaps that’s why they’ve cemented their place as such important strategic partners for such a long time. We bring them in at the beginning of new initiatives, not at the end. And that says it all really – their input and insights help to shape the directions and decisions we take.
Of course, all these principles apply on a personal level too. Being Managing Director of a company can be a lonely position sometimes, but Tim in particular has always been a really valued sounding board personally as well as professionally. If there are ever new challenges in the world of business, I know I can look across to Tim and he’ll have a different perspective that could help me to see a way forward. It’s about people as much as business.
HURST in three words: Trust. Openness. Confidence.
To find out more about Rowlinson, and their expertise spanning development, housing, care and support, just visit www.rowlinsonconstruction.co.uk