Brabners Advises London Creative Studio on Transition to Employee Ownership

Why It Matters

The employee‑ownership model safeguards creative autonomy and aligns incentives, signalling a growing trend for UK firms to retain talent and pursue cross‑border growth without selling to external investors.

Key Takeaways

• Knock Knock transferred ownership to its 12‑person team.
• Brabners’ EOT team completed over £250 million in deals 2025.
• Employee ownership protects culture while enabling US expansion.
• Studio serves global brands Ralph Lauren, Lululemon, Three Mobile.
• Founder Daniel Chaput de Saintonge stays active after transition.

Pulse Analysis

The employee‑ownership trust (EOT) has emerged as a powerful vehicle for mid‑size companies in the United Kingdom seeking to balance growth with cultural continuity. By transferring shares to a trust that holds them on behalf of staff, firms can lock in independence, reward employees, and avoid the disruption of a traditional sale. Recent data shows the model gaining traction across sectors—from manufacturing to professional services—driven by tax advantages and a growing appetite for inclusive governance. As the UK government continues to promote employee ownership, legal advisers like Brabners are becoming pivotal facilitators of complex transitions.

Knock Knock exemplifies how a creative production studio can leverage an EOT to sustain its entrepreneurial spirit. Since its 2009 founding, the London‑based agency has posted double‑digit revenue growth, attracting marquee clients such as Ralph Lauren, Lululemon and Three Mobile. The decision to hand ownership to its 12‑person team follows a period of rapid expansion, including the launch of a children‑focused sister brand, Junior, and a recent incorporation in the United States. Employee ownership aligns the workforce with the company’s long‑term vision, providing a clear succession path while preserving the agile culture prized by its clients.

Brabners’ specialist EOT practice has cemented its reputation by advising more than 50 transactions in the past four years, with deal values exceeding £250 million (about $317 million) in 2025 alone. The firm’s expertise in structuring trusts, navigating tax implications, and negotiating governance arrangements makes it a go‑to adviser for creative firms wary of losing control. For the broader creative industry, the Knock Knock case signals that employee ownership can be a viable alternative to private equity buyouts, offering continuity, shared purpose, and a platform for international expansion.