Member News
Robson Laidler Accountants has appointed four members of its team onto its new Director Development Programme.
The firm, which has 125 staff across its offices in Newcastle, Country Durham and Teesside has launched the Director Development Programme (DDP), which is designed to identify and support high-performing managers who have the potential to step into associate director roles.
The team to have successfully enrolled onto the programme following a structured application process are, client managers, Ashlynn Pownall, Joe Brown and Stacey Rea, as well as head of marketing Gemma Brannen who is also the first non-fee earner in the firm’s history to be considered as a future director of the business. Discussions are progressing for two managers at its Teesside office to join the programme this Spring too.
The 15-month programme is a structured journey that strengthens leadership skills in line with the firm’s core values and competencies, client expectations, long-term growth goals and succession plans.
Co-managing director Amy Park, who developed the programme, said that the DDP was a unique and crucial part of the firm's growth. She said: “The Director Development Programme is designed to give our senior leadership team the support they need to become associate directors.
“We are very excited to be starting the programme with our first cohort who will work through a structured agenda covering training, experience and values required for the role. They will shadow current directors, helping them build the confidence, insight and leadership skills needed for the next stage on their career pathway.
“We’re not aware of any other firm of our size with a programme like this. In fact, several firms have already approached us to learn more about how it works and to explore how they might utilise our best practice.
“As an award-winning firm, we have always been at the forefront of the industry, both by developing new services, technology and systems, and focussing on work-life balance.”
The programme includes leadership coaching with an accredited external coach, financial and commercial training from the firm’s own business advisors, business development support, and sessions on emotional intelligence and managing difficult conversations. Participants will also complete a cross-department collaboration project, explore new approaches to improve efficiency and service delivery and receive ongoing support from a sponsor director.
The components will be delivered via a combination of live and virtual workshops, business case writing, peer learning, 360-degree feedback, self-study, and a ‘Dragon’s Den style pitch. A personal development plan will also be incorporated allowing participants to track progress, reflect on learning, and align their development to both personal and organisational objectives.
The programme has been developed as part of the firm’s succession planning, with a focus on equipping senior managers with the skills, experience and confidence needed to step into director roles. It reflects the firm’s commitment to developing its people and promoting from within, ensuring a strong and sustainable leadership pipeline.
This approach aligns with wider industry trends around internal mobility and upskilling. The Financial Services Skills Commission (FSSC) reports that 63% of its member firms are increasingly drawing on internal talent pools to meet hiring needs. Research from the Institute of Chartered Accountants in England and Wales also highlights the scale of the issue, revealing that 70% of mid-tier firms view talent as their most significant challenge, with 45% citing succession planning as a particular concern.
Amy continued: “The business is growing and we’re keen to strengthen our director team to help future-proof that growth. However, finding people with the right blend of skills and experience who also align with the ethos and culture of our firm can be a delicate balance.
“That’s why we’ve developed this programme, to invest in our people and ensure they’re ready to step up when opportunities arise. By the end of the programme, participants will have built their own director-readiness portfolio, evidencing measurable impact for both themselves and Robson Laidler.
“Importantly, the programme has been shaped by the firm’s current directors, whose own experiences stepping into the role informed its structure and content, ensuring it is practical and relevant.”
