Featuring James Emery, Regional Director South

When James Emery joined Salus 14 years ago, the southern region had just a handful of surveyors and a couple of offices. Today, as Regional Director South, James leads a region that spans from London outwards, balancing growth, people, and client relationships in one of the UK’s most dynamic environments.

It’s been a journey shaped by opportunity, leadership, and a commitment to building a culture where the right people thrive.

From Local Authority to Salus

James began his career in building control straight out of school, training at the London Borough of Hillingdon while studying part-time for his degree. After a spell in residential surveying — “lots of us with RICS qualifications went that way at the time” — he returned to building control just as the financial crisis hit.

Working for a local authority proved frustrating. “I was really looking for opportunity, but that seemed in short supply. There were too many political decisions, limited funds for enforcement and a lack of professional fulfilment. It just wasn’t where I wanted to be.”

The private sector offered something different. James joined Salus when it was still small, and quickly proved himself. Within six months, he was asked to open a new office. “From there it’s been organic growth — and in 2020, I stepped into the Regional role.”

Leadership: Not One Size Fits All

So what does a Regional Director actually do? James describes himself as “the conduit between the associate directors and the board.” But much of the role, he explains, is about people.

“Surveyors are very different. It’s not one-size-fits-all. You can’t just say, ‘this is how everyone should work.’ My job is to provide guidance, but also to be open to different solutions for different people.”

James’s leadership style is discussion-led and built on availability. “I like people to show initiative, to come to me with potential solutions. And if I ask questions, I want them to be able to explain their decisions. For me, leadership is about being approachable — if people feel ignored, they won’t come to you, and that’s when problems escalate.”

Recruiting for Attitude

As Salus has grown, maintaining culture has been as important as expanding headcount.

“All of our growth has been organic, and the selection process is robust. It’s not just bums on seats. It’s about the right person, the right location, the right skill set — and often, the right attitude first and foremost. Skills can be developed, but the mindset has to be right from the start.”

That’s why hybrid working in his region is balanced with in-office time. “We want people to spend time together. It’s difficult to build culture or share knowledge if you’re always remote. The hub system means new administrators sit alongside experienced ones, and new surveyors get to bounce ideas off colleagues. It makes a huge difference.”

Seeing People Turn It Around

For James, the most rewarding part of leadership isn’t hitting KPIs — it’s seeing people grow.

“The best thing is when someone’s not quite hitting the mark, we have that discussion, and they embrace the solutions we suggest. Then it clicks for them. They’re happier, they’re performing, and it’s because they’ve taken ownership of the change. That’s what makes leadership rewarding.”

Clients Value Honesty and Speed

What about clients? James believes two things matter most: consistency and speed of response.

“Most of our clients want to do the right thing. They don’t need favourable answers, but they do need answers quickly. Even if it’s bad news, if they know straight away they can react. That builds trust and loyalty.”

A current project highlights the point. “We’ve been working on a very large factory and combined office facility. They pulled us in at Stage 3, earlier than usual. We identified layout compliance issues and fed into their Stage 4 design. It probably cost a little more upfront, but it means Stage 5 construction will go much smoother. That’s real value.”

Opportunities and Challenges in the South

The South brings unique opportunities — and challenges.

“London is a big draw. It’s a unique environment, and people want the experience of working there. The challenge is the practical side — transport, parking, logistics. But the scale and variety of projects make it worthwhile.”

Confidence and Culture

James is also proud of the way Salus empowers its people — whether that’s choosing projects or quoting fees.

“One of our real strengths is that we can be selective on the projects we work on. No one is pressured into taking on a project they’re not comfortable with. That’s empowering for staff and better for clients too. It’s disheartening working on projects where there’s no alignment. At Salus, we’d rather focus on the right partnerships.”

He also sees the industry as becoming more confident. “For a long time, building control felt a bit timid. But now we’re quoting fees that reflect the real input we give — and clients respect that. It’s better for the profession as a whole.”

Investing in the Next Generation

After years in the industry, what keeps James motivated? For him, it’s all about succession.

“Building control is an ageing profession. We need new blood. I’ve taken on a trainee myself, and I see it as my role to help make that transition from the old guard to the next generation. That’s what motivates me.”

Final Thoughts

James sums up Salus in one sentence ”Always looking to the future and often pre-empting the evolving needs of the industry.”

And after 14 years of growth with the company, his story reflects just that — moving from surveyor to leader, guiding people, and building a culture where the right mindset comes first.