There are certain events that are seared into the memory; the moon landing, Andy Murray ending the Wimbledon hoodoo and Will Smith resorting to fisticuffs at the Oscars. We’d like to add the occasion of May 29th 2025 to the mix. It probably won’t mean much to you (and it shouldn’t – more on that later) but to our 82 Unionites, that precise moment is rather special. Because on that date, some 29 years, three months and a handful of days after it opened its doors, the Union Group became an Employee Ownership Trust (EOT).
The rise of the Employee Ownership Trust
“Employee-owned businesses tend to perform better financially over the long term. The combination of motivated employees, improved retention and a shared commitment to the company’s success can lead to increased profitability and sustainable growth.” - Millie Counsell
There have been one or two new EOTs in our industry of late, but the Union Group is, so far, the biggest creative agency in Scotland to make the transition. So why have we done it? Simple. To secure the future of the agency for the next 29 years, three months and beyond.
In technical parlance, an EOT allows the business’ shares to be held on behalf of employees, without requiring personal investment, and the Trust’s remit is to protect the company’s assets for the benefit of current and future employees. That’s what the accountants will tell you. But this shift is way bigger than numbers on a spreadsheet. It’s a change that has the potential to be truly transformational and have a galvanising effect on everyone who works here.
Let’s begin with what’s not happening. We’re not being sold to some faceless holding company headquartered in the Cayman Islands. Instead, we – all of us – get to own it. That means we remain in control. We steer our own ship. We protect what we’ve all built together. And that independence is vital for the future of the company. Having the freedom to shield and nurture our own culture is the cornerstone of remaining successful and being a place people want to work. Handing over the reins and the destiny to strangers and an uncertain future makes no sense at all.
Becoming an EOT is, by some measure, the perfect scenario. One that allows the founders to exit in the knowledge that the business they started nearly 30 years ago will continue; and for the rest of us, we get certainty and control. If our people are the lifeblood of the agency, then it’s only logical that we should trust them to help us write the next chapter, for our success is founded on their passion and talent. And as experts in brand-building we know full well the power of continuity. Passing the baton to those who buy into the Union’s ethos and values is paramount to ensuring the agency continues to follow its founding principles.
This new beginning also offers everyone stability and security. There are no new agendas, hidden or otherwise; sudden restructuring demanded by new owners, redundancies demanded by big cheeses across the water, or culture shocks from random mergers or acquisitions.
Making the Union Group better than ever
So how might this be good news for our clients, both existing and those about to metaphorically knock on the door? First, the reputation we have created of delivering excellence and getting things done is safeguarded, not sacrificed. Second, our motivation to do brilliant work, not maximise shareholder dividends, is greater than ever. And because we’re employee-owned, we can take the long view, build lasting relationships instead of chasing quick wins or cost-cutting because a board in Portland demands it.
Crucially, the team, the people and the trust stay in place. Same values, same leadership, same attention to detail. But there’s something more. Something extra. By being part of something we own, all our people will feel more invested and accountable too. Sharing the responsibility builds pride and creates momentum. Independence gives all our people a meaningful stake in the company’s direction, and an increased sense of value and self-worth. A collective ownership model means greater transparency, deeper engagement, and alignment across every department. The rewards go way beyond wages.
Above all, this change ensures that The Union stays The Union. We retain our independence, our uniqueness, our mojo. And that’s the headline. No private equity firms manoeuvring in the shadows, beefy conglomerates taking knives to balance sheets, or overseas investors slavishly genuflecting at the feet of the profit gods. Our DNA is untampered.
So, our message to all our wonderful clients (and there are about 50 of you) who sustain, motivate and drive us, is that for you there is only good news. In terms of our people, projects and processes, everything remains as is. But, in this new era of liberation, we fully expect you to see even greater spirit, energy and determination from your team – if that’s indeed possible.
The other big news
But none of this could happen without the founders wanting it to happen. Becoming an EOT is fuelled by one other revelation. Both Ian McAteer and Gus Chalmers are stepping back from the business. And that is also a moment of some magnitude.
The Union is the agency Ian co-founded. And we would not be here without him. Becoming an EOT would be an impossibility without his blessing, his compassion, and his desire for the agency’s legacy to continue. And, of course, without the support and backing of his two co-founders, Andrew Lindsay and Mark Reid; and the loyalty and excellence of Union Direct’s MD, Gus Chalmers. It is also a fitting moment to remember two other key players in The Union story, who are sadly no longer with us; Simon Scott, an original Union co-founder, and the founder of Union Connect, Kyle Hardie.
For 29 years, three months and a handful of days Ian has been a source of tireless leadership, enthusiasm, guidance, passion, creativity, energy and knowledge. He has earned every second of his retirement and we wish him all the very best for the future.
To Ian, Mark, Andrew, Simon, Kyle and Gus.
Thank you.
