Andrew Martin, the driving force behind Andrew Martin Planning (AMP), has carved a notable career in the realm of planning and development.
"I started my career in local government in London, and then I did 11 years in a New Town Development Corporation," he recalls. Andrew’s significant contribution was to Basildon, a town born from the 1946 New Towns Act. "I was there because I knew one of the architects very well, who informed me that the government required the town to expand from the original planned population of 80,000 to around 140,000. It was a great time to be there," he explains.
However, the early 1980s brought about a shift in government policy, aimed at diverting New Towns funding towards addressing inner-city problems. "The government changed their policy and gave the closing date for the new town. I was only a young man then. I decided it was time to leave," Andrew reflects. The natural progression was into private practice, leading to the establishment of Andrew Martin Associates (AMA) in 1983.
Under his leadership, the firm flourished, boasting a team of 45 with offices in Chelmsford, London, and Nottingham. The consultancy was acquired by Capita in 2009, a decision that turned out not to work for Andrew. Determined to rectify this, Andrew honoured his contractual obligations and then in 2012 embarked on a new venture - Andrew Martin Planning (AMP).
This time, he aimed to create a smaller, employee-owned business. "We became an employee-owned trust (EOT) nearly three years ago," he proudly notes, and the company is now poised for growth following the new Government’s proposed planning reforms. "We've kept our heads above water and are looking to grow now following the drive to promote economic growth and radically increase the building of new homes. As I gradually step back, I am starting to nurture younger team members into leadership roles. But my policy has always been to bring in graduates, train them, and then bring them into management," he explains.
Encouraging his team to seek guidance from experienced individuals, Andrew believes in the power of mentorship for personal and professional growth. He is delighted that most of his former graduates now hold directorships or run their own consultancies.
Reflecting on leaders who he looked up to, a key figure in Andrew’s career was Alan Cherry, founder of Countryside Properties, who was a respected visionary in housebuilding and a member of the Urban Task Force. "He was a mentor who became a great friend of mine, and we worked closely together on a number of major strategic sustainable new communities, such as Beaulieu and Great Notley Garden Village" he recalls, highlighting Cherry's significant influence on his own leadership style.
Thus, Andrew highlights the importance of having mentors and peers. "You often need inspiration from people," he notes, mentioning his friend Sir Rod Aldridge, founder of Capita, as another source of inspiration.
AMP: Independent and Client-Focused Urban Planning
AMP prides itself on its complete independence, distinguishing itself from large firms. This independence ensures that AMP's sole focus remains on town planning and urban design, free from conflicting interests.
AMP's personal approach is another cornerstone of its philosophy. "The person the client sees is the person they get all the way through the job," Andrew explains. This consistency ensures a seamless experience, with a dedicated lead managing the project from start to finish.
Moreover, AMP is selective about the projects it undertakes. "We only take on projects that we feel have a reasonable prospect of success," Andrew notes. It is a careful vetting process that ensures AMP invests its resources in ventures that add genuine value to clients' assets, whether land or property.
Despite its relatively small size, AMP has demonstrated its capacity to handle significant strategic projects. Notable developments include the Beaulieu sustainable new neighbourhood in Chelmsford and the new village for 3,500 homes at Bourn Airfield in Cambridgeshire. Acting as coordinators, AMP often leads large teams, ensuring comprehensive planning solutions.
Navigating the Challenges of the Planning System
The current state of the planning system is a hot topic in the press, and Andrew is acutely aware of the issues. Reflecting on his early career with the New Town Development Corporation, he notes, "We prepared both the masterplan and neighbourhood plans for the town and granted permission under the New Towns Act. It was a one-stop shop that resulted in efficient and effective delivery of employment, homes and community facilities in relatively short timescales." Today, however, the landscape is far more complex, with multiple vested interests and significant under-resourcing in the public sector, resulting in unnecessarily expensive and considerable delays and lack of effective delivery and supply of homes.
Andrew identifies political interference as a major obstacle. "There's been too much political interference, making it very difficult to navigate the system," he says. Nimby (not in my backyard) culture has exacerbated these challenges, stalling many developments due to political reluctance to make potentially unpopular decisions, despite their broader community benefits.
Looking forward, Andrew hopes the new government will be successful in overturning these protectionist policies. He advocates for a more efficient and certain planning process, drawing attention to the need for professional advice to take precedence over political whims. "Decisions should respect and act upon professional advice rather than political whims," he asserts.
With the new government, Andrew is cautiously optimistic about the future, buoyed by positive signals and economic forecasts. He believes the climate is becoming favourable for growth, particularly in the housing sector, which has a substantial multiplier effect on the economy. "The signs are all good, and we want to make the most of it," he states.
Building a Lasting Legacy
Andrew’s vision for his legacy centres on empowering his team and ensuring the firm's sustainability long into the future. "The legacy really is to build up the team," Andrew states. Having worked with some team members for nearly 25 years, Andrew has fostered a deep sense of loyalty and continuity within both the former AMA and new AMP.
Since transitioning to an EOT model almost three years ago, Andrew has been preparing to pass the business over to his team. "They know the whole purpose of the EOT was to pass the business over to them over time," he explains. This gradual shift has encouraged team members to take a more active role in the business's operations and financial management, transforming AMP into a true team effort.
Looking ahead, Andrew envisions expanding the firm's capabilities by potentially bringing in related disciplines. "We’re thinking about recruiting an ecologist," he mentions, noting the increasing demand for biodiversity expertise. While maintaining AMP’s primary focus on town planning, Andrew sees value in integrating complementary skills such as ecology, landscape, drainage and transport engineering. "These go hand in glove with urban design and the planning process," he adds.
Ultimately, Andrew aims to build a highly effective and versatile team that will decide the company's future as he slowly steps back. "I see it being a very gradual process," he says, open to becoming a consultant to support his team when needed.
