State of Engagement 2026 Report |
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In the world of accountancy, success has traditionally been measured by the numbers: turnover; chargeable hours; client acquisition and fiscal growth. But at Rickard Luckin, a leading firm based in Essex, a different set of metrics is now commanding equal space on the boardroom table.
By embedding the Best Companies methodology into the very fabric of their operations, the firm has undergone a profound cultural transformation. The results of this commitment are striking. Comparing their 2023 data to 2026, Rickard Luckin has seen double-digit growth in Leadership (10%), Personal Growth (10%) and Fair Deal (12%), alongside a significant 9% jump in the My Company factor. As a result, the firm have gone from a 1-Star ‘Very Good’ organisation to a 3-Star ‘World Class’ one in just three years.
For Kate Bell (Managing Director), Darren Clarke (Director of People, Technology and Transformation), and Rachael Cummings (Executive Assistant); the shift was about communication & transparency and a shared commitment to bridging the ‘expectation gap’ between the firm’s intentions and the lived experience of its people.
While many organisations view data collection as a mere administrative hurdle, Rickard Luckin treats the survey as the launchpad for their entire people strategy. Far from being a fleeting pulse check, the Best Companies results serve as a rigorous baseline that informs subsequent business decisions.
"We use the Best Companies methodology in earnest", says Kate Bell. "It is literally embedded into our business as one of our core KPIs. When we talk about performance, the engagement rating of a business team is judged right alongside our financial metrics."
This integration is supported by a structural process. Rather than leaving engagement to a single department, the firm segments results by team, factor and different roles. Crucially, they have assigned specific ‘champions’ within the people and executive team for each of the 8-Factors of Employee Engagement.
"We are really owning every single part of the methodology", Kate explains. "Our team works hand-in-hand with the executive leaders of each business team to agree on a specific strategy for each factor.”
One of the most challenging hurdles for any employer - particularly in a high-pressure professional services environment - is the Fair Deal factor. In 2024, like many firms, Rickard Luckin faced a team feeling the squeeze of the cost-of-living crisis.
"We were disappointed with the results in 2024", Kate admits. "But rather than trying to explain them away or blame the macro-economic position, we took it on board to see where the expectation gap was."
The firm’s response was a masterclass in radical transparency. They commissioned a comprehensive benchmarking exercise, reviewing every salary and benefit against the wider market and sector. But they didn't just adjust the numbers; they reframed the entire value proposition.
"We’re a regional firm close to London. We have to be true to who we are and what we stand for", says Kate. "We created a report and shared the findings with the whole team, but we did it in the context of our culture - what we call our 'Work Well, Live Well' philosophy."
Rickard Luckin prides itself on a culture where leaders and managers model a balanced and healthy day, where overtime is not the expectation. By being honest about their position - offering competitive pay coupled with an elite work-life balance - they empowered their staff to make an informed choice.
"We said, 'Look, we’re never going to be able to compete with London rates or with the top 20 firms, because that model doesn’t work for our client strategy, but you'll be working with great clients, be pro-actively supported to develop your career and have time every day outside of work for all the things that matter most to you in life.’ That transparency was a key contributor to the 12% jump in our Fair Deal score over the last year."
Rickard Luckin also achieved a 10% increase in Personal Growth between 2023-2026, a metric bolstered by the firm’s status as a dedicated training provider. With around 30 apprentices currently pursuing qualifications through the ICAEW, CIOT and other bodies, learning is ‘Ingrained in the DNA’ of the firm.
Darren Clarke, Director of People, Technology, and Transformation, highlights that development at Rickard Luckin goes far beyond technical accounting and tax. Through the Rickard Luckin Development Academy (RLDA), the team have access to everything from human skills training to sessions on AI tools and technology development.
Perhaps the most innovative aspect of their growth strategy is the Promotion Pathways process. Twice a year, a window opens for individuals to proactively apply for promotion to Manager, Associate or Director level - even if a specific vacancy doesn't exist.
"It’s a two-part application", Darren explains. "The first part is about the individual’s skills. The second part is a business case. The employee has to identify an opportunity, perhaps a new service line or a way to develop a specific team, and prove why that role is needed. It puts the power of career progression directly into the hands of our people."
While many firms struggle with leadership scores as they scale, Rickard Luckin saw a 10% rise in this factor. This was the result of what Kate Bell calls a "leadership reset".
Recognising that great technical accountants, auditors or tax advisers aren't always naturally great leaders, the firm launched monthly Leadership Lunch and Learns. These sessions avoid technical talk entirely, focusing instead on developing skills such as emotional intelligence, relationship management and strategic thinking.
"In the accountancy sector historically, people often got promoted because they are great fee-earners", Kate notes. "We had to move away from the idea that hitting your KPIs is the key job of a leader. We recognised our leadership team all brought different strengths from technical skills, team development through to innovation, strategy and change management. However, we needed a base level of leadership for all of our leaders to role model. We are focussed on building a conscious, collaborative and credible leadership team to support our people and our clients."
By moving away from office-siloed leadership and creating a consistent "blueprint" for what a Rickard Luckin leader looks like, the firm has created a more unified experience for their team across their offices and business teams.
The 9% increase in the My Company factor can be traced back to a "missing piece of the jigsaw" identified by Kate at a Best Companies community event. Inspired by the Best Companies presentation on Organisational Clarity and the success of other high-performing organisations, Rickard Luckin worked with its leadership team to clarify what they stand for as a firm and launched its own ‘Playbook’ in October 2025.
Developed through collaborative workshops with the entire team, the Playbook serves as a shared language for the firm. It defines their purpose, their differentiators and the firm they strive to be for their clients.
Rachael Cummings, Executive Assistant, emphasises that this sense of belonging is maintained through constant, two-way communication. "It’s about the transparency of our feedback hubs on the intranet and our pulse surveys. We don't just absorb information; we show the team exactly what we are doing about the feedback they give us."
The transformation at Rickard Luckin proves that engagement is not a "soft" metric, but a fundamental driver of commercial success. As the firm outperforms the accountancy sector average across every single factor - notably by 8% in My Manager and 8% in Personal Growth - the link between employee wellbeing and client service has never been clearer.
"We understand we have to create a great employee experience for our team to enable them to deliver a great client experience", says Darren Clarke. "The two go hand in hand."
By treating the Best Companies methodology as a strategic framework rather than an annual event, Rickard Luckin has built a culture of trust. As Darren concludes: "We’re not just going through the motions. We are listening, we are taking action and the team knows we are serious about them".
In an industry often criticised for burnout and rigidity, Rickard Luckin is charting a different course, one where the people are valued and recognised for the impact they create and not the numbers they may produce.
Kate Bell - Managing Director
Kate Bell is the Managing Director at Rickard Luckin, where she leads the Executive Team with a focus on innovation, excellence and a people-first culture. Having joined the firm as a Trainee in 1998, Kate’s trajectory to becoming a Partner in 2006 and MD today is a testament to her deep-rooted commitment to the firm’s values and its clients. A dual-qualified Chartered Accountant (ACA) and Chartered Tax Adviser (CTA), Kate brings over 25 years of expertise to her leadership. Her tenure as the firm’s former People Director informs her inclusive and empathetic leadership style, ensuring that talent development remains at the heart of the business.
Darren Clarke - Director of People, Technology and Transformation
Darren Clarke is the Director of People, Technology and Transformation at Rickard Luckin, where he leads the firm’s strategy for cultural empowerment and digital evolution. Originally qualifying as an ACA with the firm, Darren leverages his deep operational knowledge to align talent management with cutting-edge technological initiatives. With a dual focus on organisational value and digital transformation, Darren oversees strategic change projects and the development of innovative, client-facing digital services. He is recognised for his holistic approach to the employee experience, ensuring the workforce remains engaged and future-ready, while driving the technological advancements necessary to keep the firm at the forefront of the professional services sector.
Rachael Cummings - Executive Assistant to Managing Director
Rachael Cummings is the Executive Assistant to the Managing Director and Executive Team at Rickard Luckin, where she provides high-level strategic support and manages complex priorities to ensure leadership efficiency. Since joining the firm in 2020, Rachael has become a trusted partner within the business, known for her ability to create clarity and streamline operations for the Executive Team. Beyond her core executive support role, Rachael is a passionate advocate for employee engagement and internal communications. She plays a key role in shaping initiatives that strengthen company culture and foster connection across the firm. Highly proactive and organised, Rachael is recognised for her ability to build meaningful professional relationships and bring a positive, high-energy approach to navigating the firm's most vital challenges.
