Legacy beyond the ledger Leadership with lasting impact
resources in one place allows us to build meaningful partnerships, understand local challenges and back long-term solutions, particularly for young people facing disadvantage. I often say that making money is a skill. Giving it away well is another. Philanthropy is most effective when it is thoughtful, structured and sustained, when it aligns capital, time, networks and expertise behind outcomes that last. For family businesses, this is a natural extension of the values we already hold: stewardship, responsibility and continuity. Legacy also extends into policy and advocacy. If we want the UK to remain a great place to start, grow and pass on a business, we must engage constructively in shaping the environment around us. That is why I spend time working with policymakers, championing private and family businesses and their philanthropic contribution, promoting long-term economic thinking and advocating for education, skills and responsible AI adoption. I believe leaders have a duty to look up and look out, to think not just about their own organisations, but about the systems that support enterprise, opportunity and social mobility. Shaping policy is not about ideology; it is about ensuring the next generation inherits an economy that works. Ultimately, legacy is personal. For me, it is about being able to say that the businesses we built were run responsibly, that our success helped others to succeed, and that we left our communities stronger than when we found them.
If family business teaches us anything, it is that the most valuable things we pass on are rarely written in the accounts, but they endure far longer.
Through its Inspiring Futures initiative, The Rigby Foundation supports young people in the West Midlands through long‑term investment in education, skills and local partnerships.
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