Through personal knowledge, the author,
Sam Moles, reflects and expands on one of the core expectations of EO –
transparent communication and employee engagement.
What is your professional background, and how does it inform your approach as a trustee?
My professional background is rooted in marketing, where I initially trained and began my career in film production, eventually transitioning into digital marketing. This experience provided me with a deep understanding of strategic communication and audience engagement, both essential in my role today as an Independent Trustee.
I first entered the world of employee ownership as an elected employee trustee, serving a three-year term. This role allowed me to experience first-hand the responsibilities and complexities of representing employee interests. My involvement in this role evolved, eventually leading to the creation of a new position within the business: Trustee Representative on the Strategy Board. This progression reinforced my commitment to strengthening employee ownership models and empowered me to advocate for strategic decisions that serve the broader vision of the company.
I approach my current role as an Independent Trustee with a focus on being the objective voice in the room, bringing both a clear-sighted perspective and a sense of authority derived from experience. With a background that spans multiple roles: employee, employee-owner, employee trustee, and collaborator with leadership teams - I’m able to empathize with, and thoughtfully consider, diverse perspectives across the organisation. This vantage point allows me to bridge viewpoints and foster an inclusive, balanced dialogue that supports the business’s collective goals.
Above all, I am personally passionate about the transformative benefits that employee ownership can bring - not just to a business, but to all its colleagues and even the wider economy. When managed effectively, I believe employee ownership creates an environment where everyone has a stake in the success of the organisation, leading to greater alignment, shared purpose, and positive impact on a larger scale.
What are some unique aspects of your approach that differentiate you from other trustees?
Every Independent Trustee brings a unique blend of skills and experiences to their role, shaped by their background and personal perspective. While we each rely on a shared toolkit to uphold best practices and ensure consistency, the unique qualities I bring to this position are rooted in a few key areas:
- my background in marketing and communications means I’m attuned to how people perceive information and respond to changes or challenges. This awareness makes me a helpful barometer, able to sense and flag both the delivery and the likely reception of information. I’m keenly aware of how messaging and presentation can shape people’s experiences of change, whether in response to new initiatives or in sustaining the status quo.
- Coming from a creative environment, I also have a knack for “thinking outside the box” and challenging standard processes. I bring a perspective that stretches traditional boundaries, often leading to innovative solutions that feel fresh but are grounded in an understanding of human response.
- I’m also highly analytical and outcome-driven, which balances my creative thinking. For me, creativity must serve a purpose, so I focus on supporting a business’s broader vision while identifying measurable milestones along the way. This balanced approach allows me to keep strategic goals front and centre, making sure that progress remains both tangible and accountable.
- I’m naturally passionate and energetic—a quality I find essential in motivating teams and creating forward momentum. I’m a strong believer in the benefits of employee ownership, as well as other people-cantered practices that build a more purposeful and engaged workplace.
I see employee ownership as a foundational model for the future of business, where motivated, energised people are at the core of success. After all, business is ultimately about people, and when they feel valued and empowered, they consistently deliver more for the organisation over the long term.
How do you see the landscape of employee ownership evolving?
I see the landscape of employee ownership evolving along a steadily rising trajectory, with more businesses transitioning to this model as society shifts toward a more purpose-driven approach. As people increasingly seek out organisations that align with their values, I believe that employee ownership will become a natural choice for businesses looking to build engagement and loyalty within their workforce. The employee-owned model offers a way for businesses to cultivate purpose and accountability, responding to the changing needs and aspirations of both employees and society at large.
As the number of employee-owned businesses grows, I expect the infrastructure supporting these organisations will continue to expand and improve as well. With better resources, tools, and support networks available, employee-owned companies will have more opportunities to evolve and refine their models, creating increasingly effective systems for governance, employee engagement, and strategic growth. This maturation of support systems will make it easier for new and established employee-owned businesses alike to thrive, raising the overall standard of practice within the sector.
I also believe that early adopters of employee ownership will find themselves at a unique advantage. As pioneers, these businesses are ahead of the curve, benefiting from the early lessons of ownership culture and gaining a competitive edge by embedding purpose and collective commitment into their core. This advantage can help them stand out in their industries, attracting both top talent and loyal customers who value companies that put people at the heart of their operations.
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.
The Author
Sam Moles has a full time role as a digital marketing manager in Stephens Scown, an employee owned law firm based in South West England. His employer actively supports and encourages his activities as an independent trustee with IDT.
