People, Trust & Long-Term Value: Sarah Pirrie on Building and Scaling Nova Ambiente

Tuesday, 3 March 2026

For founders considering how to sell a business in the UK, the decision goes far beyond valuation. Culture, trust, leadership continuity, and long-term growth often matter just as much as the numbers.

In this founder interview, Sarah Pirrie, Managing Director of Nova Ambiente, reflects on the strategic acquisition of her European business, the importance of cultural alignment during a transaction, and how her role has evolved seven years on.

At Bluebox Corporate Finance, we work closely with founders navigating complex mid-market transactions — whether preparing a business for sale, exploring partnership options, or planning a long-term exit strategy. Sarah’s experience highlights why trust, transparency, and long-term vision are critical in any successful mid-market M&A advisory process.

If you are thinking about selling a private company in the UK or preparing your business for sale, her insights offer valuable perspective on what truly drives a successful outcome….

Interview:

1. As a founder and Managing Director, what initially attracted you to building a people-led business in this sector?

I’ve always had a strong interest in the environment and early in my career I was fortunate to work in a European team, travelling and building relationships across different countries and cultures—something I really enjoyed and found rewarding.

2. Looking back to the acquisition of your European business, what were the key drivers behind deciding this was the right strategic move?

We weren’t actively looking to sell. The opportunity came along at the right time and offered more than financial security — a platform for long-term growth within an established and respected privately owned group who shared our core values and genuinely recognised the value of their people. While the numbers matter, the deciding factor was finding a partner who aligned with how we wanted to operate as a business.

3. From your perspective, what role did trust and transparency play during the negotiation and deal process?

They were critical. When you’ve built a business from scratch your investment is deeply personal—especially in your people. We took time to build relationships with the group leaders, making sure there was mutual trust, shared values, and a clear commitment to collaboration and autonomy. We needed to be confident that our business and people would be supported and cared for in the same way they supported their own.

5. Seven years on, how has the business—and your own role within it—evolved?

Locally, we’ve maintained our identity while benefiting from the resources, support, and opportunities of the wider group. We’ve grown our teams, expanded our service lines, and developed a stronger leadership structure. Personally, my role has evolved from consultancy and day-to-day management of the UK business to overseeing UK and European operations and sitting on the Group’s Corporate Leadership Team. Although my focus has shifted to long-term vision and strategic planning it has always been important to me to remain active in the consultancy, mentoring and providing support to our clients.

6. In hindsight, what differentiated this transaction from others you’ve seen or experienced in the market?

The time we invested in finding the right cultural fit and building genuine personal relationships with the group’s leadership made all the difference. I believe foundation of trust has been key to the long-term success of the transaction.

7. What advice would you give to founders considering a sale or partnership, particularly in people-led businesses?

Look beyond the numbers. Take the time to truly understand the business you’re joining—its people, leadership, operational approach, and cultural values. Building and maintaining strong personal relationships and open lines of communication with leadership is essential.  Equally important is managing expectations internally, keeping your teams informed and reassured that they will continue to be supported and valued.

8. You’ve shown a strong interest in supporting the next generation of entrepreneurs. Why is this important to you?

I’ve been incredibly fortunate to have mentors throughout my career—people who guided, challenged, and championed me, and who gave me the confidence to push myself. Experiencing the impact of that support first-hand has driven my desire to give back. I enjoy encouraging early-stage founders to make the most of opportunities, ask questions, and invest in relationships. People generally want to help other people—you just need to be open to asking.

9. Looking ahead, what excites you most about the future for Nova Ambiente, and for you personally as a business leader?

From a business perspective, the opportunity to grow and create long-term value is hugely exciting. Personally, I believe a key part of successful leadership is enabling others to grow, thrive, and carry the business forward for the long term.

Quick-Fire

One leadership lesson you learned the hard way?
In a people-driven business, successful leadership must be collaborative.

The best piece of business advice you’ve received?
Ask questions—and embrace healthy conflict.

A habit that keeps you grounded during busy periods?
Stepping away from my desk for a walk or a run, even if it’s just 15 minutes.

If you weren’t doing this, what would you be doing instead?
I’m not sure, but I’d like to think it would be something creative and people-focused

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