EMS Insight Series

Social mobility through social infrastructure – A Four‑Part Leadership Series

Part 1

Launching our series on social mobility, we begin by sharing stories from colleagues whose careers have been shaped by the very social infrastructure platforms they now help manage. These stories highlight the ripple effect of long-term investment. Not just on communities, but on individuals who find their path, purpose and opportunities within this sector.

We open the series with Richard Knight, EMS CEO, whose personal journey embodies the values and purpose at the heart of our organisation: celebrating difference, valuing people and their talents and recognising that community, relationships and respect sit at the heart of everything we do.

Richard’s story: finding purpose

Richard’s early experiences were shaped by uncertainty. Leaving school at 16 with little direction and being told that dyslexia would hold him back, he could easily have accepted the limitations placed on him. Instead, as he describes, it was this challenging start that “fuelled my determination to work hard and forge a path defined by resilience.”

He discovered that path through vocational training, where becoming a construction engineer gave him both confidence and clarity. More importantly, he discovered something that continues to guide his leadership today: “Construction was never just about concrete, steel, or technical drawings. It was about people.”

As young engineer, he recalls the experience gained at the sharp end of construction in the 1990’s, working alongside gangs of groundworkers. It was here he learned first-hand how trust is built, how teams succeed, and how leadership is earned through listening, understanding, and uniting people with different perspectives. Those lessons, he says, “remind me that managing infrastructure assets is fundamentally a human endeavour delivered by people, with people, and for people.” Richard found purpose through infrastructure and the foundation of people.

A sliding-doors moment: entering the world of infrastructure investment

Richard describes a pivotal moment in 1999 as a “sliding-doors” experience. Expecting to progress within construction, he instead found himself interviewing for a role he had never anticipated: working for an investor on a greenfield infrastructure development at the very moment the Government was launching its PPP programme.

That leap into the unknown changed the trajectory of his career. Suddenly he was learning new procurement models, new contractual frameworks, and what he affectionately calls “a strange vocabulary of acronyms.” It was here that his distinctive approach “connecting disparate ideas and bringing structure through sequenced thinking” became essential.

Over time, Richard worked across the sector in multiple roles: Local Authority Client, Contractor, Investor and AssetCo Representative. These varied perspectives, he notes, give him “an informed view of the industry and a strong understanding of stakeholder priorities.”

His advice to anyone entering privately financed infrastructure is clear and thoughtful:
“Be openminded about opportunities, support innovation and remain curious about the world that we live in and interact with. Above all else, aim to work with a team who are engaging, supportive and share your values.”

This philosophy is the foundation on which EMS was built on.

Leading EMS through growth — with people at the centre

Today, Richard is guiding the growth of EMS, ensuring we remain agile across multiple asset types and sectors. He believes deeply in partnership:
“Achieving financial close is a shared success for both the public and private sectors.”

Equally, he sees every completed facility as a moment of pride for everyone involved. Looking ahead, he emphasises that the handback phase of assets returning to public ownership represents the next major opportunity for the industry to demonstrate excellence and collaboration.

This people-first approach is fundamental to EMS. It’s why we prioritise relationships, trust, and the long-term wellbeing of communities we serve with an understanding of the benefits excellence in infrastructure achieves.

Brunswick, Manchester: a living example of social value in action

A powerful example of this philosophy can be seen in Brunswick, Manchester, the significant Social Housing PFI regeneration scheme.

As Richard reflects, when you stand at the heart of Brunswick, you witness social value made visible: a vibrant, self-driven community preparing allotments for the new growing season and getting ready for their annual sunflower competition. These, he says, are “symbolic signs of change… a tangible demonstration of how private finance can deliver meaningful social value and social mobility through social infrastructure.”

This transformation shows the long-term impact that infrastructure investment can create, opening pathways for families that may previously have felt out of reach, strengthening community identity, and building the fabric of a neighbourhood that residents feel proud to call home.

Looking ahead: NISTA’s 10 Year Infrastructure Strategy

Richard believes the sector faces an exciting decade ahead, particularly with the resurgence of social infrastructure highlighted in the UK Government’s 10Year Infrastructure Strategy, which sets out a £725 billion investment plan for modernising the country’s economic and social infrastructure.

“For EMS, this creates a more predictable flow of regeneration and social infrastructure opportunities, strengthens the business case for private investment, and rewards partners that can demonstrably deliver measurable social value.”

This alignment positions EMS strongly for a future built on collaboration, community outcomes and long-term stewardship.

What’s next in the series

This article is the first of four stories exploring social mobility within EMS. Over the coming months we’ll share three more journeys that reflect the diversity of backgrounds and experiences that make EMS:

• Part II: A former primary school teacher discovering new purpose on the front line of social housing
• Part III: A general manager whose rural upbringing within the community has informed her leadership and empathy
• Part IV: Our Head of HR developed a strong commitment to pastoral care early in her career, which has played a key role in building a coherent, values-driven team

We know from our graduate recruitment programme that many young people feel overwhelmed by career choices and pressured to define a profession far too early. Together, these stories reaffirm that careers rarely travel in straight lines. They’re shaped by opportunity, courage, curiosity and the support of a culture that celebrates individuality and values every person’s contribution.