On the 11th March 2026, we brought the EO community together again for our second EO Community Catalyst event alongside Still We Grow, welcoming 70 members of the EO community to Neo at Bruntwood SciTech in Manchester. Just like the first event, the atmosphere quickly settled into exactly what we hoped for - open conversations, shared experiences and the kind of honest discussion you only really get when people who are living employee ownership day to day are in the same room.
This time, the focus of the morning was Financial Freedom Day - the point when an Employee Ownership Trust transaction has been fully repaid - and the years leading up to it. For many EO businesses, that period raises big questions around expectations, motivation and how to balance debt repayment with continuing to invest in the future of the business.
As an employee-owned business ourselves, we know this stage of the journey can look different for every organisation. That’s why bringing people together to talk about it openly felt like such a valuable conversation to have. The goal was simple: create a space where EO businesses could share their experiences, ask questions and leave with a few new ideas to think about.
The Panel: Preparing for Financial Freedom Day
We started the morning with a panel discussion hosted by Fran Spence from Still We Grow, bringing together:
- Sarah Baldwin, managing director at Kingsland Drinks, a drinks manufacturing company that is pre FFD
- Dave Wilson, independent trustee for nine EOBs, two of which are at FFD, and owner of 9320 Consulting -
- Jenny Moynihan, joint managing director at Boardmans, a wholesale fashion accessories company that is post FFD
Rather than setting the agenda ourselves, we asked the audience to submit topics through Slido and vote on what they most wanted the panel to explore. The themes that rose to the top reflected the questions many EO businesses are currently working through.
We talked about:
- How to keep employee ownership motivating when cash rewards are constrained, particularly during the years when businesses are focused on repaying the EOT transaction
- Succession planning, including how EO businesses think about leadership transitions and the risks that can arise if those conversations are left too late
- Capital allocation, and the balance between paying down debt while still investing in growth and the long-term health of the business
Each panellist shared their own experiences of working through these challenges in practice, which gave the room plenty to reflect on.
The Breakout Session
After the panel, we went into a breakout session, designed to keep the conversation going and get people thinking practically about what Financial Freedom Day might mean in their own organisations.
We split into smaller groups and worked through two questions together:
Is “Financial Freedom Day” actually the right phrase?
and
What could businesses be doing in the years leading up to it to help employees feel prepared for that moment?
Each group was encouraged to go beyond quick answers and explore the ideas properly. That meant looking at:
- Whether the phrase itself reflects what the milestone really represents for an employee-owned business
- How businesses communicate progress during the repayment period
- What initiatives could help employees feel more connected to the journey towards Financial Freedom Day
- How organisations might mark or recognise the milestone when it arrives
In true EO fashion, most groups started with the question in front of them and then naturally drifted into sharing stories, comparing experiences and talking about what has - and hasn’t - worked in their own businesses.
It’s exactly the kind of discussion we hoped the event would create. When people with similar experiences are in the room together, the conversation quickly moves from theory to real-world insight.
What Stood Out for Us
One thing that stood out throughout the morning was how open people were about sharing their experiences. Employee ownership can look quite different from one organisation to another, but many of the questions businesses are facing are surprisingly similar.
Whether the conversation was about motivating teams during the repayment period, thinking ahead about succession, or deciding how to balance reinvestment with paying down the deal, it was clear that many organisations are working through the same challenges.
Events like this are valuable because they give people the chance to hear how others are approaching those questions. Sometimes it’s the reassurance that other businesses are figuring things out as they go, and sometimes it’s a new idea or perspective that someone can take back to their own team.
Key Themes from the Day
A few clear themes came through across the morning, and it’s fair to say we’ve come away with plenty to reflect on internally as well.
Communication is the bedrock
Keeping people informed, especially when cash rewards are limited, helps build trust and keeps employee ownership meaningful in practice.
Plan early, but expect it to evolve
Succession planning needs to start early, but it rarely stays fixed. Treating it as an ongoing process allows businesses to adapt as they grow.
Balancing priorities takes discipline
Decisions around reinvestment, debt repayment and profit distribution aren’t straightforward. Having a clear framework helps keep the focus on long-term value.
From the breakout sessions, the conversation turned to how businesses define and communicate Financial Freedom Day.
Managing expectations matters
The language used can shape how the milestone is understood, and several groups explored alternative ways of framing it.
Understanding comes first
Milestones only resonate if people understand what they represent, which brought the conversation back to ongoing financial education.
More than a financial milestone
Financial Freedom Day was seen as both a financial event and a cultural shift, where employee ownership becomes more tangible across the business.
For us, it wasn’t just a case of listening to other businesses - a lot of what was shared prompted us to think about how we approach these same areas at I-COM. There were a few moments where you find yourself thinking, “We should revisit that”, or “We could be doing that differently.” That’s always a good sign you’ve taken something practical away from the day, rather than just ideas in theory!
Looking Ahead
With 70 people in the room, this event showed just how much interest there is in continuing these conversations across the North West EO community.
For us at I-COM, bringing businesses together like this is something we care deeply about. The EO community has played a big role in our own journey, and it’s great to be able to create a space where others can connect, learn from each other and share their experiences.
A huge thank you to everyone who joined us, and to our panellists for sharing their insights so openly.
We’re already looking forward to the next EO Community Catalyst event and continuing to build the community around it!
Talk EO to Us!
At I-COM, employee ownership has become much more than a business structure. It has shaped our culture, strengthened our commitment to clients, and created a more connected, accountable team. While the journey has involved learning and adjustment, the benefits for our business and our people have been lasting and rewarding.
We would be glad to connect and share our experience. Whether you have questions about how to keep engagement strong, or what to expect along the way, we’re always open to a conversation.
Get in touch with us to find out more about how employee ownership works in practice and how it could make a difference to your business.
