“In a family business, personal and professional lives will overlap, 100% they do, and properly channelled this can be a great strength.” – Sarah Squire
Family businesses bring a distinctive blend of heart and head, balancing growth, governance and generations. A business that understands how to balance this brilliantly is Squire’s Garden Centres, a third-generation company that has grown from a single site in Twickenham into one of the most trusted and well-known garden centre groups in the South East.
We spoke with Sarah Squire, Chair and granddaughter of founder DJ Squire, about what it means to lead a modern family business, the importance of good governance and the timeless principles that continue to shape Squire’s today.
Balancing commercial growth and good governance
Sarah reflected that commercial growth and good governance are not opposing forces, but completely interdependent. Her approach to leadership is guided by the belief that you can’t have sustainable growth without the right governance, or the whole thing risks becoming a chimera. So how does she navigate this?
“We have always been careful to plan well; to keep our fundamentals strong and to make sure we have the right checks and balances in place. We always try to plan for the unexpected: bad weather in the spring for instance, because it is good governance and having your house in order that gets you through those moments.
Having the right people around the Board table makes all the difference too. Over the years our non-family non-executive directors have brought invaluable expertise and perspective, from a retired financial services executive who supported us through early expansion, to a former DG of the Royal Horticultural Society, who helped us build our internal functions to support that growth. We hugely value the insights of our two current non-family non-executives who bring commercial, retail and financial backgrounds. All have contributed to shaping a strong, forward-looking board. A good board must work well together, focussed on detail but not wrapped up in the current priorities; striving to stay forward-looking is a hugely important part of our approach. We pay close attention to the day-to-day, setting standards and defining our culture. The old retail saying, “the standard you walk past is the standard you accept” is definitely one we try to adhere to.
Undoubtedly in a family business, personal and professional lives absolutely overlap, but that’s not a weakness. It can be a real strength if you communicate well. I remember often being at our Twickenham centre as a child while my parents were working, and being told off for playing on the compost bags! The overlap is inevitable, but it keeps you grounded. The people who know you best are often the ones who help you see things clearly when life gets too busy or stressful.
At Squire’s, communication is a clear priority. “We have regular Board and management meetings, weekly Teams meetings with centre managers, and twice a year run ‘Let’s Talk’ sessions across all our centres. Everyone is invited, and we share open, honest feedback on how the business is performing, what’s gone well and any areas for improvement. Being visible and approachable matters, and I always feel very welcome when I’m out and about in the centres.”
What makes you most proud of how Squire’s has evolved?
Having worked closely with Sarah on the recent appointment of her new Managing Director, we know firsthand how much Squire’s is a people-centred business. Sarah is hugely proud of how they have ‘brought people with them’, whether that’s the many long serving members of staff or loyal customers who have been with them for decades. She credits successfully evolving the business, whilst maintaining these key relationships, with keeping true to their horticulture roots and being part of their local communities.
It is about knowing who we are: local, family-run, and horticultural at heart. This identity guides everything we do.
“We started as nurserymen and landscapers, and while the retail side came later, we’ve never lost that love of plants and growing.”
What defining moments really helped shape the business?
Sarah spoke immediately of two pivotal moments, both connected to her father, Colin Squire
“The first was in 1964, when he opened our very first garden centre in Twickenham. It was one of the first in the country, a pioneering move that shaped the company’s direction for the next fifty years and beyond. My grandfather, who had started the original business in the 1930s after being made redundant from his role as head groundsman at the police orphanage in Twickenham, gave my father Colin the freedom to take that bold step. It proved to be absolutely the right decision, at the right time.
The second came in 1975, when we opened our second centre in Shepperton. That was a defining moment because it marks our move into being a multi-site operator. Success gave us the confidence to grow carefully and organically, with no external investment other than traditional banking support, just family ownership and steady, controlled expansion built on a simple business model.”
Succession and looking ahead to the next generation are things all family businesses have to grapple with. For Sarah, the guiding principles are passion and commitment.
“You have got to really want to do it.”
In our work with family businesses, we are often struck by how hard family business owners work, and that inevitably one of the biggest hurdles often faced by the next-gen is proving themselves as credible with the business. Sarah believes that “leadership in a family business is all about people: the people you serve and the people you work with.”
She refers back to the importance of identity again, “You must have a strong sense of purpose, values and know who you are and what you stand for. Humility is equally important, understanding that everyone involved in a family business has a key part to play. You must keep learning, be open-minded, and remember that the simplest route is often the best one: don’t over complicate things. I am fortunate to work with a brilliant senior team who combine deep understanding of the quirkiness of a family business with professional expertise in their specialist areas. My daughter is developing her experience in the business, and my son is gaining experience with another garden centre business. Whether they choose to work with Squire’s for the long term will be entirely up to them and if they do they’ll earn their place like anyone else. We employ around a thousand people and that carries enormous responsibility: behind every job is a family, a mortgage, a life. It is so important that we have the right people, in the right roles.”
Harnessing heritage and learning lessons from previous generations is another common thread for family businesses. Sarah wouldn’t point to one piece of advice, but the example that her family has set over the years, that guides her.
“My late mother was quietly capable and effective: hardworking, compassionate, and guided by a deep moral compass. She cared deeply about people and about doing the right thing. My father demonstrated how to lead effectively without ever raising your voice. Incredibly driven (he often worked seven day weeks), his approach was courteous, fair, and tireless; he’s a total gentleman. My grandfather was the embodiment of resilience. He started this business out of necessity when he was made redundant, in a time before the welfare state. He built something from nothing, through sheer hard work and determination.
It is this tenacity and quiet strength from the generations before me that continues to guide everything I do. It reminds me that our family business is not just about profit, it is about people, purpose and perseverance through good times and bad.
The resilience of those who came before us helps us to weather the storm. You are reminded that through strength, humility and hard work they got through and emerged stronger, fitter, better. You can draw on this strength in the good times and the bad.”
Supporting family businesses through transition and growth at Saxton Bampfylde
We work closely with family-owned businesses navigating the unique challenges of growth, governance and generational transition. We understand that finding the right leadership talent for a family business requires more than technical expertise, it demands individuals who can appreciate the values, culture and long-term vision that define these organisations.
Whether you’re appointing a Managing Director, building your board with independent Non-executives, or planning for succession, we bring deep experience in helping family businesses find leaders who will both respect your heritage and drive your future.
To discuss how we can support your family business, please get in touch with Kate Ludlow or Ginny Jones in our team.