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When it comes to property projects, the complexities and intricacies are plentiful. That’s why choosing the right project management and cost consultancy firm is key. As chartered property professionals specialising in the prime residential market, Davenport Associates have the expertise and depth of understanding to offer a tailored service, ensuring projects run smoothly, on time and on budget.

To find out more about the services that Davenport Associates offer we sat down with Managing Director, Ross Van Ot, to talk about how Davenport was born, why they choose to be a deliberately small firm and how the ‘meticulous service’ of his expert team can make substantial projects seem like light work for support staff…

Let’s start with how it all began. Could you give us a bit of back story as to how Davenport Associates started?

Simon Davenport founded the company in 2009, to provide private clients with independent advice in relation to residential property projects. Simon recognised that clients were somewhat exposed, since the private sector has historically lacked some of the rigour that exists in commercially driven projects. He began by assisting a private family client with a major project in Chelsea. This was followed by other projects, for the same family. We took on our first project in the country in 2012, and ever since our portfolio has remained a mix of projects both in London and in the country. I joined the company in 2017, introducing quantity surveying services, and in 2021, took over the reins from Simon, who stepped down entirely from the day to day dealings of the business.

You describe yourself as a ‘niche firm of chartered property professionals specialising in the prime residential market’. Elaborating on this, what it is that sets you apart from your competitors?

Davenport is a deliberately small firm, to enable a highly personal approach with all clients. I am very detail orientated, and oversee all projects, with other members of the team supporting me on day-to-day delivery. I ensure that I always have capacity for in-depth knowledge about each of our projects, and am closely connected to the clients, and /or their support staff, for the full duration. The team is made up only of Seniors, no Juniors, and as such delivers a consistently meticulous service which is typically demanded by our high/ultra-high net worth client base. The company was established to protect private clients, and as such will always remain fiercely independent.

As well as your own specialist team you also work alongside leading interior designers and architects. How do you decide who is the right fit for a collaboration and what is it that you specifically look for?

Ideally, we are involved with projects from the very beginning. This enables us to advise on the design team, as well as the likely cost and programme. We are closely connected to numerous best-in-class architects and interior designers, as well as, for example, garden designers, audio-visual specialists, surveyors and heritage consultants. Every project and every client is different, and our design team recommendations are always tailored. We consider stylistic preferences, the size and scale of a practice and their ability to deliver, the likely fees and of course the chemistry. Building or refurbishing a private home can take a good few years and it makes all the difference to work with professionals who clients and their support staff like, trust, and feel wholly supported by.

In what ways do Davenport Associates make a private client and their support staff’s life easier when taking on a project?

I will respond to this question by quoting a PA who I have worked closely with over the last few years. She was given a great deal of responsibility by her Principal to oversee the delivery of a substantial project, creating a 12,000 sq. ft new build family home in London. Following the project, she said: “It was because of Ross, who was so organised, that I got on top of everything. Ross helped me to build a structure, so for example I could easily see what had been paid so far, and what was remaining to be paid. It provided such a comfort to me, and he helped me to set up systems that meant I didn’t need to be dependent on him, because he had explained everything so well, and I really understood what was going on”.

Could you tell us about a particularly unique project or one that stands out in your mind as being extra special?

There are many I could mention but will highlight one of our current projects, which is located in Ireland, and extensive. It is a project that will span a number of years, and our client is strongly motivated to regenerate the estate with huge sensitivity to the historic fabric, and to the local community. This is hugely gratifying, and we are enjoying working closely with the clients’ representative on the many decisions that must be made on (almost) a daily basis.

And finally, are there any exciting developments in the pipeline for Davenport Associates that you would like to share with the BBB community?

I am in the process of growing the team, which is exciting. Not on a scale that detracts from what we are all about, but just to enable us to have a little more capacity, since demand is strong. In addition, we are delighted to have access to some wonderful images from a recently completed project and I look forward to sharing these publicly soon. Since we work predominantly on private homes, we are very often restricted from sharing images. Therefore, I am particularly excited about being able to share a new example of our work in the months ahead.

For more information on the services of Davenport Associates please contact, Emily.

By Anya Cooklin-Lofting

There is an enormous appetite on social media for behind-the-scenes access to the lives of business people, creatives, and entrepreneurs through snapshot videos of days in their lives, flitting in time to the beat of an Insta-famous song. Business leaders possess an enduring appeal. We seem to be obsessed with their lives, from where they get their morning coffee to their chosen workout routines, and from the sort of software tools they use to their elaborate wind-down rituals. But underneath all the glamour, business leaders have some serious stories to tell. What really goes on behind closed doors? What struggles, obstacles and setbacks did they face on their climb to the top of their games? 

This month, it’s time to get the details. I had the pleasure of talking to six BBB business leaders about their journeys to success, what risks they took along the way and what genuinely inspires them to get back to the grindstone every morning. 

The question of what truly motivates great leaders yields answers that are as varied as they are moving. Kate Bright, the CEO of Umbra International, a leading client private office offering a range of bespoke protective and proactive security solutions, tells me that her primary motivation comes from, “the thought that [she] is in a privileged position to be able to help, empower and protect those who can’t protect or support themselves for whatever reason.” For Heather Darnell, the Founder and Finance Director at Ask the Boss, a business accelerator platform, “being part of the local business community and helping people reach their business and finance goals,” is the primary motivating factor. “Although,” she adds, “I confess that Cher’s character in the movie, Moonstruck, partially motivated me too. Seeing her popping in and out of her neighbours’ businesses and being a trusted part of the community was very attractive!”  Ian Patterson, CEO at Equinox and Equinox Charter, a duo of travel services companies, says his motivation comes from seeing the world. “My job has allowed me to visit so many unique and wonderful places,” he says. Ronel Lehmann, CEO of Finito, a company that helps first-time job hunters make the transition from education to employment, says his key motivation at work is, “the gratitude from those you have helped.” For him, “that beats anything.”

The early days of any business person’s journey are laden with risks, and many of the great business owners I talked to shared ways that they mitigated risk in every way they could. Patterson told me that although starting a business always requires financial investment, he had been in business with his business partner for over 20 years, so there was trust and expertise on each side. “We knew we had good clients that would follow us if we set up on our own,” he says. For Bright, too, extensive client experience and connections diminished the sense of risk she felt when building Umbra International. “In terms of financial risk, I still work with three of the families I worked with in my first job, so in many ways, starting the business was low risk for me.” For Max Slaght, the Director of Domus Stay, a holiday rental company setting a new standard for short stays in London, “our first major risk was the survival of the dream.” Slaght and his business partner Rachel Agnell started the business in early 2020, so by April, the lockdown had hit and they weren’t able to welcome their first international guests until June 2021. “Like most other businesses we had to cut back on spending, staffing and fundamentally operating, the doors were firmly shut,” he says. “But, we worked very hard to keep the operations side of the business alive, working behind the scenes on overall strategy. In those very dark early days, we truly laid the foundation on which this thriving business is built.”

Asking a business leader what makes a good business leader is an uncomfortable question to ask. Many of the leaders I spoke to took the opportunity to reflect on their own learnings, or on the qualities of leaders they have respected throughout their own careers. For Rupert Longsdon, the Founder and CEO of Oxford Ski, it’s clear: Good leaders should, “empower others, delegate and build strong teams.” Patterson agrees, telling me that sometimes it’s not just about the strength of the leader, but about the “layering of the people you put in place, from the directors to senior management.” For Slaght and Darnell, “good listening skills,” are of the utmost importance. Slaught says, “there’s a reason we have two ears and one mouth. Listening to others, your team, your family and friends and learning from them is so important.”

There’s no denying it’s hard work running a business, so it’s important for high-flyers to reflect on the moments of which they’re most proud and the challenges they’ve overcome. For Longsdon, a proud moment was the company’s handling of the pandemic. He says, “we’ve come out of these strange few years better and stronger.” Darnell tells me that there is pride in knowing that “every person that has ever worked for me has learned new things during their time with us. They can apply those things not only to our clients, but to their own lives, and future jobs when they decide to move on. I’m proud of every single one of them.” For Bright, it’s all about celebrating the moments that fill her with pride as the business grows. She says, “as we reach new revenue points, I always make a point to celebrate.”

And what of the next generation? Our BBB leaders were kind enough to share their wisest words with budding business people of tomorrow. Bright believes in creating your own fun by “[bringing] the things you enjoy to your business and being your authentic self. You’ll find you’ll attract a team, clients and a wider community that align with it.” For Darnell, pragmatism is key. She says, “always pay attention to your finances, and not just the money in your bank account. You don’t need to become an accountant to run a business, but you should learn what a tax liability is and what your profitability is and be able to see what it will take financially to hit your business goals.”

For Longsdon and Patterson, it’s all about listening to others. “If I started a business again I would also have a mentor, consultant, and non-exec,” says the former, adding that “I would have worked with someone with more life and business experience to look from the outside in and support me in making key decisions rather than doing it all on my own.” For Patterson, it’s simple: “Believe in your idea, discuss it with others, and work hard.”