When I reflect on the past four years, I don’t just think about the growth figures, though they matter. I think about the people behind them. Setting up a new region from scratch, bringing nearly 500 brokers on board, and building trusted relationships—these outcomes weren’t delivered by process alone. They were built by a team that believed in what they were doing and how they were doing it.
In an industry that’s increasingly data-driven and digitised, culture can sound like a soft concept. But I’ve found the opposite to be true: culture is the hard edge. It’s what drives performance when markets are uncertain, what shapes decision-making when the playbook doesn’t fit, and what keeps people showing up when the pressure is on.
Culture is a shared understanding
Having spent over 30 years in financial services, including senior leadership roles where I managed teams of 600 plus, I’ve seen what happens when culture is left to chance. It drifts. It fragments. And eventually, performance suffers. The most effective cultures are the ones that are lived daily—not through slogans or away days, but through consistent behaviours and a clear sense of purpose.
That’s what I’ve tried to foster throughout my career: a culture of decency, accountability and care. One where people feel supported but also stretched. Where leaders listen as much as they guide. Where decisions are made with people in mind—not just profit or process.
Empowering teams starts with how you show up
Now, as I step into my role as sales director, I see it as my responsibility not just to lead a function, but to lead a culture. That means creating the conditions for others to grow: investing in learning and development, making space for new voices, and helping people see their work as more than just tasks on a to-do list.
It also means being honest about where we can do better – whether that’s in our systems, our communication, or our responsiveness. Culture isn’t static. It needs regular reflection and renewal. My hope is that by being open, consistent and people-focused, we create a space where great work happens because people feel trusted, valued, and clear on what matters.
Listen first. Then act.
If I could sum up my approach to leadership in one principle, it would be this: listen first. Culture often breaks down when people feel unheard. So, I’m committed to staying close to the team, close to our partners, and close to what’s really happening on the ground—not just what’s reported on a dashboard.
Twelve months from now, success won’t just be measured in business growth. It will be measured in how people describe working here. Did they feel seen? Were they supported to do their best work? Did they grow—not just professionally, but personally?
Because if we get that right, the commercial results tend to follow.
Mark Richards is sales director at Conveyancing Alliance (CAL), part of Movera
