This year, Currie Young Insolvency & Restructuring celebrates its 10th anniversary.
Since launching in 2015, the firm has grown from its Staffordshire roots into a trusted boutique practice with a reputation for clear, practical advice.
At the heart of that journey has been co-founder Steve Currie. With a career spanning corporate recovery, banking secondments, and more than 500 games on the rugby pitch, Steve has always approached challenges with resilience and teamwork.
As Currie Young celebrates a decade in business, Steve reflects on ten lessons he’s learned from ten years at the helm:
1. Clarity beats jargon
Financial distress is stressful enough without being drowned in technical language. From the very beginning, I’ve believed clients deserve clear, straightforward advice. That doesn’t mean oversimplifying – it means cutting through the noise so directors can make informed decisions. Clients rarely remember the technical terms, but they do remember when you gave them a clear way forward.
2. Act early
In insolvency, time is the single most valuable commodity. The sooner someone picks up the phone, the more we can do to help. Sometimes that means avoiding formal insolvency altogether through a restructuring or a ‘Time to Pay’ arrangement. Too often, people wait until the options are limited, but the lesson I’ve seen time and again is: don’t wait.
3. Relationships are everything
This profession is built on trust. Clients need to know you’ll be honest with them, and professional partners need to know you’ll protect their interests. That trust isn’t earned through a single case – it’s the cumulative effect of showing up, being consistent, and doing the right thing, even when no one’s watching.
4. Culture matters
You can’t build a sustainable business on technical skills alone. Culture is what carries you through the long days and the tough cases. At Currie Young we’ve worked hard to create a team environment where people support each other, share knowledge, and genuinely enjoy working together. A good culture makes a good firm, it’s that simple.
5. Honesty pays
Sometimes the hardest part of the job is telling someone the reality of their situation. But clients respect straight-talking advice. Over the years I’ve learned that being open – even when the message isn’t what someone hoped to hear – earns far more respect than sugar-coating. Integrity isn’t just a value statement; it’s the way you build long-term trust.
6. Local roots count
Our roots in Staffordshire have been one of our greatest strengths. Being part of the local business community gives us an understanding you can’t replicate from a distance. I was reminded of this when I was appointed as Administrator of Port Vale Football Club, where it was clear that decisions had an impact far beyond finances, on the community, supporters and local identity. That experience reinforced how important it is to stay connected to the place you serve.
7. Invest in people
No business survives ten years without investing in its people. From apprentices to directors, developing talent has always been a priority for us. I’ve learned that giving people responsibility early and supporting their growth pays back tenfold. The next generation of advisers will only thrive if they’re trusted, trained and mentored properly.
8. Adapt to change
The economic and legislative landscape is constantly shifting. From the aftermath of the financial crisis, through Brexit, Covid and beyond – businesses and advisers alike have had to adapt. I saw this first-hand during my appointment as Administrator of Wedgwood Museum Trust, where balancing financial realities with cultural preservation meant rethinking traditional approaches. Adaptability is what allows you to find solutions where none seem obvious.
9. Look after wellbeing
Running a business – or running into financial difficulty – takes its toll. I’ve learned that resilience comes from balance. For me, rugby taught the importance of teamwork and discipline, but also of switching off and finding perspective. In business, the same applies: looking after yourself and your team ensures you can deliver for clients when it matters most.
10. Keep perspective
At its heart, insolvency isn’t about statistics – it’s about people. Jobs, families, livelihoods. The real measure of success isn’t how many appointments you’ve taken, but how many futures you’ve helped preserve. Keeping that perspective is vital. It reminds you that this work matters – not just on a balance sheet, but in the lives of real people.
Steve says: “When we founded Currie Young, our aim was to create a firm that put people first and a decade on, I’m proud that ethos still defines us, and I’m excited about what the next 10 years will bring.”
