Workman’s Managing Partner sits down with Associate Pip Spyvee to discuss the firm’s ambitious cultural transformation; and why it’s about much more than a new logo.

When Matt Pateman joined Workman in 2000, he was drawn to something that hasn’t changed in his 25 years with the firm: “The family feel and everyone trying to work for one another.” But after gathering feedback from employees, clients, and group sessions, it became clear that this feeling alone wasn’t enough to build the culture Workman aspired to create.

The numbers tell a story. More than 900 anonymous survey responses. 22 client interviews. Feedback sessions across every office. What emerged wasn’t shocking, in fact quite the opposite.

“There were no major surprises,” Matt explains. “We even knew the negative stuff and what we needed to address.” Outmoded systems, communication gaps, and the need for greater transparency topped the list. But underneath the constructive criticism was something more powerful: latent goodwill.

“Both employees and clients want the business to succeed,” he points out. “People could see our heart is in it, and we have good people. That gave us something solid to build on.”

The transformation goes well beyond surface changes. Workman has brought in specialists across key areas, from residential to building safety to compliance to human resources.

While all these appointments represent bold steps forward, it’s the appointment of Learning & Development Manager Debbie Hayler that represents a fundamental shift in how the firm supports its people. With a skills-first approach, learning will be in the workflow, with the introduction of a new learning platform where employees can reap the benefits.

The firm has also launched a pilot mentorship programme in partnership with The Circle Partnership, matching 22 mentees with 22 mentors. And it’s not just about professional skills development – it’s about people skills and management too.

“When you step into being brilliant technically after the APC, to then having to manage a team… you don’t tend to automatically have that skillset,” Matt points out. It’s an honest acknowledgment that technical excellence and people management require different muscles.

Under Partner and Head of ESG Vicky Cotton’s leadership, Workman has implemented comprehensive equality, diversity and inclusion policies, covering everything from parenting to menopause, mental health to neurodiversity. But policies are only as good as their implementation.

“If people are adopting it, they’re following it, they’re utilising it, and they’re benefiting from that, then everyone in the business can see that,” Pateman explains. It’s about senior leadership demonstrating these values in practice, not just in writing.

This isn’t a quick fix. Matt is refreshingly honest about the timeline: “This is quite a long journey that will take years to fully implement.” The firm plans regular check-ins and surveys to measure progress, with leadership committed to transparency and accountability, demonstrating commitment to improvement.

The goal is ambitious: building the best culture in the sector. But for Matt, it starts with  people in the business, especially the senior leadership team, leading by example.

Then there are our four values: autonomy, empowerment, collaboration, and then integrity with professionalism.

“Those values are super important. And alongside those, if we’re able to provide systems, processes, that are more modern, that help everyone within the business operate as efficiently as they can, we’ll be getting a huge amount more out of everyone. And what that does lead to is more enjoyment for everyone, because if we’re all working together, you feel like you’re being given room to learn and grow, rather than being micromanaged.

“We’re delivering the fundamentals of what we’re very good at, and that comes back to the workmanship bit of it. Ultimately, we think we can achieve the best culture in our sector.”

“It’s way more than just a new logo,” Matt emphasises. “It’s the culture and initiatives we have implemented internally.” The visual changes reflect deeper shifts: investment in physical spaces, modern working practices, and genuine commitment to people’s growth and happiness.

For those sceptical about change, Matt’s message is straightforward: “Change is difficult for everyone. Change is awkward. Doing nothing is the easy way out. As a business, we want to be more progressive. We want to push ourselves, and that is hard.

“We could take the easy way out. Just carry on doing what we’re doing. We don’t want to do that, for the reason that we want everyone to enjoy this, to be excited about it, and to feel part of something that we can all benefit from. So, as I say, hopefully everyone can see the start of an exciting journey.”

This transformation represents just the beginning of Workman’s journey to build the best culture in the sector.

Want to see how we’re putting these principles into practice? Get in touch to learn more about working with – or for – a firm that’s serious about getting the fundamentals right.