Trustee Perspective - Experiencing Transition
Ruth Baker • 21 May 2025
Introducing the perspective of one of our independent trustees on Employee Ownership (EO) in practice and EO more generally.
Through personal knowledge, the author, Ruth Baker, considers how her own journey into EO underpins her value as an independent trustee and shapes her perspective when working with those companies transitioning to Employee Ownership (EO) as they move into a new ownership model.
What is your professional background, and how does it inform your approach as a trustee?
I began my professional career in support functions, where I developed a strong foundation in business operations. My ambition led me to pursue a degree in Business Management, which opened opportunities to advance my career and work closely with a Board of Directors committed to transitioning to EO. Facilitating this transition gave me deep insight into the many facets of successful EO, enabling me to take a holistic approach to the role of trustee.
With a well-rounded perspective on business challenges from all angles, I am well-equipped to support and enhance the benefits of EO within an organisation. I have worked across locations, both in the UK and internationally, at all levels and enjoy the interactions I have with a diverse group of individuals..
What are some unique aspects of your approach that differentiate you from other trustees?
I’ve had the privilege of experiencing the transition to Employee Ownership from both a director’s and an employee’s perspective. Navigating the fine balance between making the right decisions for the business and ensuring the best outcomes for valued employees has given me a deep appreciation for both sides of the equation. This dual perspective enables me to take a thoughtful, balanced approach to my role as a Trustee, ensuring that both business sustainability and employee interests are carefully considered.
At which stage of the EO journey can you provide the greatest value?
My experience enables me to support transitioning organizations in building a strong foundation for their EO journey from the outset. As an independent trustee at this early stage I can utilise and share my experiences so that others can craft their own journey, and identify their own priorities, with my support.
Involving an Independent Trustee early in the process is essential for shaping governance, embedding a lasting EO culture, and fostering fair, effective decision-making and communication between leadership and employees. With the updated legislation requiring trustee validation of the financial valuation it is now even more important to have an experienced trustee as part of the early discussions.
I can help guide on priorities and alleviate stress and anxiety in sellers and leadership teams who are frequently overcome by the breadth of the challenge and opportunity they have taken on. As an external contact I can provide calm reassurance, especially at a time when the transaction may not be widely communicated and the sellers may be working in a bubble of discretion and confidentiality.
With an objective and balanced perspective, I provide strategic guidance while maintaining independence from executive management. As a critical friend to leaders, I offer valuable external insight, helping to navigate challenges and leverage opportunities that drive both business success and employee engagement. Having been through the transition process myself I can share experience and lessons learnt elsewhere with companies that have a wealth of experience in their business and sector but no EO knowledge or understanding. I can sit alongside the transaction advisers bringing practical experience of implementing the legal requirements.
I also recognise the growing demand for businesses to cultivate an environment where employees feel a true sense of purpose and have a meaningful voice in decision-making. A strong advocate for transparency in business, I believe a well-executed EO model can be a powerful force for good, aligning with the Social Value agenda and creating longevity for the business itself and lasting positive impact more widely.
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The IDT Difference
IDT supports independent trustees to recognise, value, use and share their own unique personal experience and expertise in delivering in their role for clients.
Our in-house EO Toolkit supports our trustees by providing practical tools, materials and knowledge to enable them to be an invaluable partner on the trust boards to which they are appointed whilst ensuring that they have the EO knowledge needed to deliver in the role.
Our in-house trustee networking, centered around monthly knowledge sharing, enables our trustees to share their knowledge and challenges with each other to gain from the collective expertise available by being part of our network.
Ruth is one of our team working as independent trustee through IDT, bringing her unique perspective, experience, knowledge and personality to her appointments, as well as an ability to share her knowledge in an advisory and consultative manner. To find out more about the breadth of this knowledge, as well as that of our other independent trustees, read our article introducing our trustees: :
https://www.independentdirectorsandtrustees.co.uk/who-are-our-trustees
The Author
Ruth Baker
is a personable and supportive trustee with broad senior level experience of organisational functions, compliance and people development. She has recently left a large international architecture, master planner and heritage practice that successfully transitioned to employee ownership and she now uses this experience, and her wider business knowledge, in support of her IDT clients.
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In an increasingly competitive market, can Employee Ownership be a differentiator that could be leveraged?
Employee ownership can represent a transformative opportunity for businesses to align the interests of their workforce and leadership, fostering shared commitment and long-term stability. By prioritizing the principles of collaboration and mutual investment, companies can unlock tangible benefits that extend far beyond the financial. To generate full benefit from EO there needs to be clarity of purpose and future direction, as well as an understanding across all employees of both the potential benefits as well as the expectation of their contribution. Here we identify a few of the advantages of EO. Driving Engagement and Commitment One of the standout advantages of employee ownership is the way it empowers employees. When they hold a meaningful stake in the company, their day-to-day work directly contributes to its success, creating a stronger sense of accountability and purpose. This commitment often translates into higher engagement levels, as employees feel personally invested in achieving goals and driving innovation. Key to delivering against this is explaining where and how each individual, and their role can, and does, make a difference. Building Resilience for Economic Challenges Employee-owned companies are uniquely positioned to navigate economic uncertainties. The shared ownership model fosters a collective spirit that can strengthen a business’s ability to adapt and endure. Resilience is built not just through financial stability, but through the unity and determination of a workforce working toward common objectives. This resilience will not mean that tough decisions will not have to be made, but it should mean that such decisions are made from a wider perspective than pure financials. As such, these businesses are more likely to weather external impacts without resorting to lay-offs or shrinkage. Attracting Talent and Retaining Expertise In competitive industries, the promise of employee ownership can serve as a compelling incentive for recruitment and retention. Offering equity or ownership stakes sets businesses apart, providing a tangible demonstration of their commitment to employee welfare and growth. For those seeking long-term career opportunities, employee ownership usually translates into offering in role development and investment in people, making it an attractive proposition. Strategies for Effective Implementation To make the most of employee ownership, businesses must focus on several key strategies: Embedding a Collaborative Culture : Encouraging open dialogue and transparent communications reinforces the principles of ownership, driving both engagement and innovation. Educating Employees : Ongoing education and training ensure employees are equipped to make meaningful contributions to the company’s performance, and commit to a long-term commitment to stay. Strategic Goal Alignment : Clearly defined goals that align with business goals can help employees and leadership work harmoniously toward shared objectives. Monitoring Performance : Using metrics to track the impact of employee ownership ensures businesses can refine their approach over time, identifying further opportunities and maximizing benefits for all. A Model for Sustainable Success Leveraging employee ownership is not just about reshaping company structures - it’s about fostering a new mindset, one that prioritizes collaboration, resilience, and shared prosperity. By embracing this model, businesses can position themselves as leaders in sustainable growth, innovation, and employee empowerment. If you would like to benefit from the combined experience and knowledge of IDT and its members, consider appointing one of our trustees as your independent trustee. Whatever stage of EO you are at, whether you are a large or small organisation, are seeking your first, or a new or additional, independent trustee, we are sure we have somebody who could work with you for the benefit of your EO business. If you would like to know more, or would like to schedule a confidential, no strings, chat about your independent trustee requirements, please email info@directorsandtrustees.co.uk