Flexibility and Work-Life Balance at Dow Schofield Watts
It’s National Work Life Week 2025, and Ellen Little, Founding Partner at the business planning team here at Dow Schofield Watts, reflects on the transformative power of flexible working within their business. What began as a response to the challenges of the COVID-19 pandemic has evolved into a cornerstone of their teams culture, fostering greater autonomy and work-life balance.
From L to R, F to B: Paul Jesinger, Ellen Little, Rebecca Judson, Ryan Maratta, Jo Lees, Ruth Ward, Angela Collins and Phillipa Billings
In many ways, the COVID pandemic seems like it happened a long time ago. The memories of isolation, homeschooling, socially distanced walks, and the 5 pm update from Number 10 are all starting to get hazy. One thing that the pandemic certainly accelerated and that businesses have embraced post-pandemic is still here: flexible working. It’s been a game changer for me personally, and I’ve written previously about the benefits I’ve felt through the ability to fit work around my life rather than the other way around, but it has also been transformative for my business.
Many organisations have moved, or are starting to move, back to more of an office-based approach, and there are many benefits to being in an office with your colleagues. I hope, though, that this can be balanced with the benefits to the business of allowing flexibility for employees in their working practices. A balance of the two would seem optimal, although I appreciate that this will vary depending on the organisation and employees in question.
Our team is predominantly female. This is not, and never has been, intentional. and Becky, my fellow partner, and I are both working mums with school-age kids. We therefore understand the value of flexible working and how it can increase productivity. We encourage flexible working, which is attractive to our female colleagues, who are primary child carers in most cases. Need to work at home due to Sports Day at school? No problem. Got to go and watch that Christmas play a couple of times? No one envies you that, but go ahead! It’s not just child-related flexibility, though. Want to go to the gym on Tuesday and Thursday mornings and shift your working day back to accommodate? Do it.
As the employer of a small team of professionals, I trust my staff. I know they will do their job and work their hours, and, you know what? If we’re quiet and they work slightly less, that’s OK because there will be times when we are not, and I need them to do more. If I give when I can, I will get it back, probably twice over.
Our flexible approach has also given us access to some wonderful employees who could not commit to the standard 9–5 working days. It broadens the pool from which we can employ, allowing working parents trying to cover child care or individuals with other external commitments to balance. It also gives us a wider geographical reach. We encourage the team to get into the office a couple of times a week if possible, but a longer commute once or twice a week is much easier to manage than every day.
I know flexible working is not the best approach across all sectors and organisations, and I feel lucky it is in mine. For us, it is definitely here to stay.
By prioritising flexibility and autonomy, our business planning team has empowered its employees to thrive personally and professionally, widened its talent pool, and strengthened its working relationships. For more from our employees on work-life balance at Dow Schofield Watts, read here.
If this sounds like a place you could thrive, and would like to join our network, check out job opportunities here.