At the end of December 2025, Stonehouse’s Head of Marketing & People, Kitty Robertson, interviewed Stonehouse Recruitment Group’s Director & Founder, Sohan Modi, to reflect on an incredible year as it came to an end. This also aligns perfectly with Stonehouse Recruitment Group’s 4 Year Anniversary – we are so honoured to have been on this journey for 4 years and cannot wait for Year 5!
But first, 2025: a year of confidence, growth, and foundations.
How would you summarise the business’s overall performance this year?
Not just saying this, but it’s been our best year yet. We’ve pretty much doubled our contract book from when we started and more than tripled our headcount. I’d say it’s the most confident I’ve ever been in the business – it feels like we are finally standing up and being recognised positively.
We’ve got an unbelievably inspiring group of individuals who have contributed in their own way. We’ve now got real structure in place to propel us forward, which means there’s far less to worry about further down the line.
Goals, Growth, and a Different Way of Thinking
What were your top goals entering the year, and how well did you meet them?
Funnily enough, in the first year of the business, I set a load of goals and didn’t hit one. I found it tough dealing with the feeling of failure when I didn’t hit those targets, so in 2025, I decided to see how well we could do without fixed goals in place. Honestly, it’s been the best thing for both the business and for me personally.
Since then, my approach has been simple: keep moving forward and keep growing and developing as a group and the guys individually.
I’ve learned how important it is to sense-check them with someone else. The need for goals to be realistic, achievable, and appropriate for the timeframe. One of the biggest lessons this year is that if you put the right foundations in place, growth happens naturally. Ironically, this was one of the big things Liz Flavell (Stonehouse’s NED) spoke about in our very first meeting in Feb 2025.
2025 started with Jake and I solely in the business so just getting any help at the time was the first objective. However, after a bit of a torrid time with hiring, we were a bit scarred to say the least.
He might say differently, but it was great to have a partner helping propel Stonehouse and it just being the two of us was quite wholesome. Without his faith and support during this time, who knows where we would be. It would have been easy, even understandable, for him to lose faith in the vision at the time and “throw the towel in on me.” Almost three years down the line though, I know that isn’t Jake. He’s a real trenches man.
Liz joining the business was the most pivotal part of 2025 for me. She really ensured we grew the right way with our values and principles remaining intact, a representation of who she is. This year, I invested heavily in learning and development infrastructure and focused on building the right people in the right way. In her words, “We only grow as a family if everyone is growing.”
You guys, and all the hard work, have allowed Stonehouse to become what it has been this year. A place where people feel like they matter.
The goals for 2026 are top secret for now, but I know people are properly equipped to hit them. If they weren’t we would end up in a vicious cycle of setting targets, missing them, and ultimately losing people.
That’s not something I want for Stonehouse.
A Strategic Shift Built on Structure and People
How did the business direction or strategy shift this year? What prompted the change?
The business has completely changed completely this year, for the better. In previous years, we were reacting to growth and business needs, sometimes at the expense of hiring properly. We were rushing, and it showed.
One of the most important steps was bringing Liz into the business. We were doing well commercially, but we needed someone to talk through the challenges that weren’t sales-related. I had the sales side covered so it was important I got someone different. Although Liz came from a sales and performance coaching background, given the many fantastic qualities she has to offer, she had no issue being deeply involved in strategy and helping us put the right pillars in place to grow properly.
She also helped us realise that we were being too humble and needed to address our marketing. That led to bringing you (Kitty) in part-time, then full-time, and eventually evolving the role into a people-focused position. Watching that growth has been a Stonehouse success story in itself.
As the business grew, so did our costs, but we reached a point where we could bring everything in-house. That’s been the biggest change for me: more process, more systems, and more compliance. It wouldn’t have been a success without our two later hires: Debbie and Laureta.
I’ve always felt like I have been lucky with timing and Debbie joining was perfect timing for when we needed her. She joined me on a Teams without a working camera in our first chat and despite talking to a blacked-out screen, it already felt like we had been working together for years. She was thorough, sharp, and tenacious. What made her different, was the bond she had formed with the team so quickly after joining despite only coming into the office frequently. It made me realise, she wasn’t only the right person for me, but for the family we had created.
Laureta joining was the blessing that we could never have imagined. She interviewed with me 2 years earlier, for a Recruitment Consultant position, but unfortunately turned us down. A week after Debbie joining, Laureta reached out to see if we had any Finance roles going with our clients. Given the sizeable task we had at hand, it was a no brainer that we brought her in. Not only did the family grow further because of her humour, sass, directness, it most importantly grew because, it was another person who had a relentless work ethic, bundle of determination, and persistence to succeed.
I am incredibly lucky that we have these unreal characters here, and they are just as involved in our success. I genuinely am so very fortunate and wouldn’t want anyone else by my side helping me.
Financial Performance and Sustainable Growth
How did revenue and profitability compare to last year?
Profitability has remained grown consistently, as our margins have stayed the same. We’re very open and transparent about that because honesty is a huge part of our culture.
What has changed significantly is our contract book and overall turnover, which has grown by around 35% this year. What’s surreal is how much we’re producing relative to our headcount. We’re well above the industry average.
Lily joining was a major part of this. She slotted in so quickly and having someone who was more mature and felt like she was Stonehouse from day 1 was natural. The faith she put in us, to give up her business, and take a chance on us based on just our words and vision, was something I will keep with me forever.
To put that into context, Lily is producing more than triple what the average UK consultant with five years’ experience does, and she’s only been with us nine months. She is hard working, personable and loyal and it comes across to her clients and contractors.
Every single person here has added something unique to the business, doing things their own way while staying aligned with our values and principles. The success is down to them – they’re the ones doing the hard work.
Stronger Financial Controls and Employee Care
What financial habits or controls improved this year?
Putting the right finance structure in place has massively improved both our internal operations and the candidate and client experience. We’ve introduced several high-value, low-cost initiatives that have been incredibly well received.
We’ve also put a big focus on looking after our people: pensions, financial advice, healthcare, and support with things like mortgages once people pass probation or reach certain levels. I believe it’s about bringing maturity to a very boisterous industry.
Because we work in the public sector, it doesn’t sit lightly with me that this is public money. While I can’t control how people spend their earnings, I do think there’s a responsibility to provide education and guidance, so people aren’t frivolous or wasteful.
A lot of our team are early in their careers, and leadership can and should be used in a positive way. I’m very open about the mistakes I’ve made financially and professionally.
You learn from your own mistakes, but that doesn’t mean you have to make every single one yourself. That openness and focus on learning is a huge part of Stonehouse.
Loyalty from Clients and Contractors
What feedback or patterns did you notice from contractors and clients?
The biggest thing I’ve realised is that we have the most loyal and best candidates and the best clients – we’re incredibly fortunate.
We have contractors who’ve been with us since the very beginning. They talk about being “one of the first Stonehouse contractors,” and while people aren’t just numbers, it shows how connected they feel to Stonehouse. They genuinely see themselves as part of the family.
Clients have watched the journey too, from starting out doing calls in the garden just to get signal, to opening our first office and then moving to our second. When you make people feel valued and cared for, they reciprocate – not just with words, but with actions. They’ve stood by us through everything, and that loyalty means everything.
Market Shifts and Staying Ahead
Did your market or industry shift in ways that affected the business?
The market is currently shifting, particularly with local government reorganisation and moves towards unitary authorities. It’s a highly political and uncertain time, and clients are understandably looking at their own futures.
The advantage we have is our relationships. Our consultants are close to the market and often hear what’s coming before it’s public. While confidentiality limits transparency, nothing stays hidden forever. We’ve got some incredibly sharp people here with strong insight and strong connections.
Hiring, Development, and Culture Wins
What hiring, training, or development wins stood out?
Everyone has been amazing, but you (Kitty) stand out massively. It solved a massive issue we had – we were being too private, too humble almost. Our candidates and clients would rant and rave about our services but nobody else would possibly know it apart from word of mouth.
We needed realignment, publicly, which you’ve been pivotal in. Additionally, being a start-up, we had not ironically thought about the people side, and we needed the right person.
Stepping into roles with little prior experience can be intimidating, but with Liz’s support, we focused on building the right attributes at the right time and we are really seeing dividends with yourself.
Skills come with time; finding the right people is the hard part. You’re so professional, thoughtful and reliable, it’s refreshing. To this day, I have never regretted trusting you with that responsibility.
The results are finally coming as we will have our first academy which means we are tripling headcount in January. This comes from not only to the brand, the culture, and the visibility you’ve helped us built but the direct contact you’ve made.
It’s surreal seeing people reach out saying they’ve heard of us or seen us online.
Culture Under Pressure
How well did the business culture hold up under pressure?
Year two was tough. When you’re deep in it, things slip. We lost people, and we had to make hard decisions. One of the most important things Liz said early on was that we couldn’t let culture slip even if it meant taking longer to hire.
We started turning work away when we felt we couldn’t meet our own standards, and clients respected that honesty. Culture has been the defining word of this year. Integrity, transparency, and communication matter, even when things don’t go perfectly.
The other key development piece that I think has helped is I’ve also learned that, it’s okay to have fun. That balance between intensity and enjoyment has been a big leadership lesson for me.
The culture now is weird, fun, unique, personal and everyone fits together like a puzzle.
Challenges and Lessons Learned
What were the toughest challenges this year?
Technology, without a doubt. I’m very old-school, so implementing new operating systems, HR systems, and timesheet software was anxiety-inducing. But doing it now was crucial. If we’d left it any later, it would’ve been a logistical nightmare. We could not have done it without Debbie and Laureta.
Also, the terrible lip syncing I am doing on TikTok is also proving to get the better of me. The guys at work and my friends always laugh, but I just retort with the, “laugh at me now but you’ll be laughed at soon enough too ha!”
The Biggest Lesson of the Year
The biggest lesson is taking that I am now taking a long-term view of employees.
Asking, “Where do you want this person to be?” changes everything. Too often, people give up on others too quickly without putting the right support in place.
I also take accountability seriously. If something doesn’t work out, I always ask what I could have done differently. That mindset has been invaluable.
Growth as a Leader and Business Owner
Personally, it’s been the year of most learning which is probably why I feel so proud and content with it.
The people in our family have grown in every sense. Not always easily, but they are “all in”, a bit of Stonehouse unofficial motto.
Over a million people have viewed our content online, which is surreal. Social media has helped humanise us and remove anxiety from the hiring process. When they come in, they say it’s a totally different feel from anywhere else they go to.
They really see us like a family.
We now have clients and candidates coming to us, rather than relying solely on business development. We have a 100% referral rate – every single person who’s worked with us has recommended us to someone else.
Our headcount has grown, our confidence and skillset have grown and I couldn’t be prouder. This has been our biggest year yet.
And next year?
While I know the guys will want me to say, it’s going to be our biggest and best year, I’ll say something a bit humbler and me ha!
It’s just about going forward and growing at the end of the day…
