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This profile was last updated on 4/7/14  and contains information from public web pages and contributions from the ZoomInfo community.

Mr. Patrick Ramsay

Wrong Patrick Ramsay?

Head of Residential (Retired)

Local Address: Warwickshire, United Kingdom
Knight Frank LLP
55 Baker Street
London, London W1U 8AN
United Kingdom

Company Description: Knight Frank LLP is the leading independent global property consultancy. Headquartered in London, Knight Frank and its New York-based global partner, Newmark Knight...   more
Background

Employment History

25 Total References
Web References
Patrick ...
www.ngs.org.uk, 7 April 2014 [cached]
Patrick Ramsay
...
Patrick Ramsay
Having been at Ampleforth and then read Rural Management at the Royal Agricultural College, Cirencester, Patrick joined Knight Frank in 1976. He started in their country department and ended his career running their Global residential business. He comes from a family of keen gardeners as well as being married to one so can only claim to play a supporting role in his garden. He joined the council of the NGS as one of their independent trustees in the spring of 2012.
Patrick ...
negotiator-magazine.co.uk, 28 Nov 2008 [cached]
Patrick Ramsay
Premier agency Knight Frank is in the throes of growing its residential business. Patrick Ramsay, the man in charge, says that a focus on attracting and retaining the best staff is paramount.
Patrick Ramsay acknowledges that a partnership agency model can be a doubleedged sword and, having been with Knight Frank for 32 years, he should know.
As a director and head of Knight Frank's residential business, he believes that partnership allows close working relationships to flourish with a familiarity among colleagues that neither owner-run private nor public companies can offer.
He says: "A partnership is very different to a public company - the latter has to satisfy a raft of people about what it is doing. With the former, clients and staff are the only people you have to satisfy." On Knight Frank, he says: "It is an incredibly nice organisation to work for - the people are lovely, very professional, very easygoing - and there are no politics in the business as we have been together a number of years. "We work very closely together, so everyone knows each other's strengths and weaknesses. A partnership means we can create our own destiny." Room to improve Conversely, such intimacy can hamper the changes necessary to drive growth. Ramsay says: "There are areas [of the business] we have probably not grown until recently - it's possible we haven't grown as fast as we should. "But it doesn't mean you have gone off down the wrong road - everyone has things that they could do better in hindsight, so they are Action figure: Patrick Ramsay is expanding Knight Frank ‘s residential business services not gaffes, just things you could have prioritised differently." Ramsay insists that the partnership model allows for strategic change, in providing the right environment for staff to think again about the direction of the business, without there being recrimination and any feeling of failure. He says: "It is easier to tell someone you are fond of that you think something isn't working." Ramsay refutes the suggestion that Knight Frank is reluctant to invest in the growth of the business. He says: "Based on growth of turnover, we're the fastest growing property business in the world . We're quite prepared to invest money but we're not interested in being the biggest." Ramsay is himself something of double-edged sword. In his exacting received pronunciation, his description of his renewed focus on growth is concise and somewhat guarded. Yet, he is equally mischievous, and perhaps flippant, in declaring that he first decided to move to London in order "to play".
Following two years at Royal Agricultural College in Cirencester, Ramsay joined Strutt & Parker, an agency based in Lewis, East Sussex. Two years later, in 1976, he embarked on his journey to the Capital and joined Knight Frank's country house department.
Number one
Ramsay says he opted for the property market because it allowed him to combine his two key interests - selling and people. He chose Knight Frank because he considered it London's best agency. Ramsay was promoted to run all of Knight Frank's UK country house offices in 1998.
In 2004, he was promoted to manage the agency's residential business. He says: "I didn't have a well thought-out career plan. When you work in a department or office you feel passionate about, it's nice to have a chance to run one it one day."
Growth plan
Ramsay is particularly keen about attracting quality staff to the business. He says that in accordance with its recognition that people have become more savvy with their careers, Knight Frank offers a structured career path, with a focus on staff development that rivals its competitors. But Ramsay stresses the importance of balancing the growth of the business while retaining its ethos. He says: "You can only keep the culture and focus at a certain speed. We could grow faster but it would be at the expense of other things and, ultimately, it isn't a race. "You hold on to the best staff if you have the best margins and the happiest environment, as well as growing at an ambitious pace. We are trying to build something that is enduring." Ramsay managed some 400 staff when he was promoted in 2004 - there are now just under 1,000 in residential. He says up to 3% of staff have been made redundant since the start of the year, though there are no plans for office closures. He says: "There have been one or two staff who have not been operating well enough and we have dealt with that. [The market downturn] probably slightly accelerated our decision-making." Ramsay claims that the agency has always scrutinised staff performance and not just in terms of earnings. He explains: "We are very aware that the current market conditions are tough and we need to look very carefully at whether people are contributing to the business. "If the markets fall, then there will undoubtedly be some redundancies. We will have to react to market conditions." That said, Ramsay insists that there is little slack in Knight Frank, in terms of staffing, to be concerned about.
And despite waxing lyrical about the importance of staff members' contributions to the business, Ramsay describes his employees as incredibly diligent, such that they need occasional reminders to maintain a sensible work-life balance. He says: "I never have trouble persuading people to work hard. Quite the opposite, in fact." The billion mark Knight Frank's full-year results for 2006/2007 certainly support this claim. Its residential business sold more than 700 London and country properties at over £2m for the 12 months to April 30 last year, with properties priced below £1.5m accounting for 68% of sales.
Meanwhile, the agency's UK residential development team sold more than 5,800 residential units, totaling £1.5bn. Ramsay says: "But it [the business] is not all about work. We need to ensure that staff make the children's school play or sport's day and do all the things that make someone a rounded person - we want happy people who stay for a long time, not people that we work into the ground." There are three subsidiaries within Knight Frank's residential business - London, development and country - and a divisional head to manage each, with all three appointed to the residential management board. There are six permanent members of the board and a number of rotating members. All report to Ramsay. Ramsay says he has no aspirations to become a senior partner - there is currently just one within the business. He says: "I don't think the opportunity would arise and I don't think I would be any good as a senior partner. I love what I do and I love being part of the business." Instead, he will continue to help improve its structures, including remuneration, to make them more transparent. Ramsay says: "Using a formula, people can work out the money that is likely to be available to them to earn, based on the profitability of the business. "It is very important that people who work hard and put the effort in are rewarded fairly. Fairness and transparency are vital when managing people if you want to get the best out of them." Ramsay, in line with his peers, is in the throes of reviewing the cost base of his division and plans to review marketing and staff travelling costs, along with a number of in-house projects in development, such as it London's best agency.
Ramsay was promoted to run all of Knight Frank's UK country house offices in 1998. In 2004, he was promoted to manage the agency's residential business . He says: "I didn't have a well thought-out career plan. When you work in a department or office you feel passionate about, it's nice to have a chance to run one it one day." Growth plan Ramsay is particularly keen about attracting quality staff to the business. He says that in accordance with its recognition that people have become more savvy with their careers, Knight Frank offers a structured career path, with a focus on staff development that rivals its competitors.
But Ramsay stresses the importance of balancing the growth of the business while retaining its ethos. He says: "You can only keep the culture and focus at a certain speed. We could grow faster but it would be at the expense of other things and, ultimately, it isn't a race. "You hold on to the best staff if you have the best margins and the happiest environment, as well as growing at an ambitious pace. We are trying to build something that is enduring."
Ramsay managed some 400 staff when he was promoted in 2004 - there are now just under 1,000 in residential. He says up to 3% of staff have been made redundant since the start of the year, though there are no plans for office closures. He says: "There have been one or two staff who have not been operating well enough and we have dealt with that. [The market downturn] probably slightly accelerated our decision-making." Ramsay claims that the agency has always scrutinised staff performance and not just in terms of earnings. He explains: "We are very aware that the current market conditions are tough and we need to look very
NGS - Council of Trustees
www.ngs.org.uk, 15 July 2013 [cached]
Patrick Ramsay
...
Patrick Ramsay Having been at Ampleforth and then read Rural Management at the Royal Agricultural College, Cirencester, Patrick joined Knight Frank in 1976. He started in their country department and ended his career running their Global residential business. He comes from a family of keen gardeners as well as being married to one so can only claim to play a supporting role in his garden. He joined the council of the NGS as one of their independent trustees in the spring of 2012.
Patrick Ramsay, Head of ...
www.knightfrank.co.uk, 20 Feb 2012 [cached]
Patrick Ramsay, Head of Residential at Knight Frank, said: "The iPad app is the perfect medium by which to show the world's most desirable properties. It is a unique format that genuinely revolutionises the way in which we can market our clients' properties globally. "Since the creation of Knight Frank's iPhone property app, more than 50,000 downloads have taken place but the iPad app and iPhone upgrade add a new level of luxury and sophistication and a truly global property search capability, accessible from around the world." The app allows properties to be posted to Facebook, twitter, emailed to friends or family, and agents can be contacted at the touch of a button. "Knight Frank's position as the world's largest independent property consultancy leaves it uniquely placed to serve the needs of its clients through understanding the power of technology - we welcome feedback from all its users as to how to make this unique app even better," explained Mr Ramsay.
Patrick Ramsay, Head of ...
www.knightfrank.com, 20 Feb 2012 [cached]
Patrick Ramsay, Head of Residential at Knight Frank, said: "The iPad app is the perfect medium by which to show the world's most desirable properties. It is a unique format that genuinely revolutionises the way in which we can market our clients' properties globally. "Since the creation of Knight Frank's iPhone property app, more than 50,000 downloads have taken place but the iPad app and iPhone upgrade add a new level of luxury and sophistication and a truly global property search capability, accessible from around the world." The app allows properties to be posted to Facebook, twitter, emailed to friends or family, and agents can be contacted at the touch of a button. "Knight Frank's position as the world's largest independent property consultancy leaves it uniquely placed to serve the needs of its clients through understanding the power of technology - we welcome feedback from all its users as to how to make this unique app even better," explained Mr Ramsay.
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