Author: Caitlin Turner

The newest recruit to our growing team is Murray Foggo, who joined us from AAB. In his role as an investment executive Murray supports the investment team in identifying, evaluating and executing investment opportunities, while working closely with portfolio companies to drive long-term value creation. 

Murray’s taken on the challenge of talking about himself in 10 questions so you can learn more about his experience and what drives him. 

What is the most unusual place your job has taken you? 

This is probably a toss-up between visiting a fish processing factory during production or spending an afternoon travelling back and forth on a ferry as part of testing work during my audit training. Both were certainly memorable experiences for very different reasons. 

What is one lesson from your career so far that has stayed with you? 

Early in my career, I had to re-sit a couple of exams. At the time, it felt difficult to imagine going through that process again, but by staying persistent and continuing to work hard, I got there in the end. It reinforced the importance of resilience and consistency — a mindset that I think applies throughout your career. 

What first drew you to the kind of work you do? 

I was doing my audit training when I became more aware of the growth advisory aspect of accountancy and saw the opportunity to add more value in that specialist role. Creativity in audit is generally not a good thing! Creativity when identifying opportunities or areas with potential for expansion is, and that’s something I find genuinely exciting. You can have a lot of autonomy, driving your own way in your own style. 

What is one skill that has been particularly valuable in your career? 

Regardless of the role, communication is incredibly important, and I’m thinking mostly of transparency and managing expectations. Everyone is trusted to manage tasks and projects, so taking ownership while keeping others informed on progress helps build trust across the team. It also allows colleagues to focus on their own priorities more effectively if I have anticipated what they need to know and communicated well. 

What is a recent development in the industry that excites you? 

There’s no denying that the rise of AI is exciting. It may be a common answer at the moment, but the ability to analyse large data sets and significantly reduce time spent on previously manual processes has huge potential. It allows teams to focus more of their energy on higher-value and strategic work. 

What hobby or interest has helped shape the way you approach your job? 

I enjoy playing golf, which has taught me a lot about patience. In work, problems are not always solved overnight and sometimes require a significant amount of time and persistence to reach the right solution. Staying patient and continuing to work through challenges is something I’ve found valuable in both golf and my career. 

What personal quality do you think is most important for success in your role? 

I think having a willingness to learn is essential. There is so much information and data available that it’s impossible to be an expert in everything. Taking the time to properly research challenges and opportunities is important if you want to fully understand the situation in front of you and make informed decisions. 

What motivates you when you are working on a challenging project? 

I find it motivating when a team is working towards a shared goal. There is satisfaction in contributing individually, but it’s especially rewarding to see what can be achieved collectively when everyone plays their part. 

What’s the best piece of work-related advice you have received? 

One piece of advice I received on my first day of work has always stayed with me: you will spend a large part of your life working, so it’s important to genuinely enjoy what you do. A big part of that for me is researching new or emerging topics. It can be a challenge when delving into something because you don’t know how long it will take to learn what you need to know. It’s a process I really enjoy though. For example, I’ve recently been getting into the world of energy supply and now know my distributed network operators from my independent connection providers! 

Tell us about someone you know personally who has inspired you? 

It probably sounds a bit cheesy, but I’d say my family. They’ve always set a great example through their work ethic and attitude, and that’s definitely shaped the way I approach both work and life. 

Toni Ramage leads on our joint venture Foster Turner Hydro, in which role she supported BBC news coverage about challenges facing particular sections of the renewables sector. 

Here, Toni sets out her reflections on the process and what it means for raising issues on even niche or complex stories. 

Earlier this year I had an unexpected appearance on BBC news. It was a thought-provoking experience, starting simply when I was helping put together a LinkedIn article about the challenges facing small-scale hydro in Scotland. 

A few months later, I was bouncing around a Highland hillside in a pickup truck with a BBC reporter and camera operator, standing in the rain and talking about energy policy on the evening news. 

The first thing that surprised me was how much preparation went into it. We spent a lot of time talking with Kevin Keane, BBC Scotland’s energy and environment correspondent, about different voices we could involve and how we could help frame the piece. That was a real learning point for me. It showed that the media can be on your side and that you can help them tell a story. 

Finding a reporter who was genuinely interested in the story and keen to understand the challenges facing small-scale hydro was absolutely key. Kevin grasped the issues and what we were asking of policymakers. I was really impressed with him and he helped simplify what is actually quite a complex story, with lots of technical terminology and a fairly niche policy problem.  

I was surprised by how little of the day was actually spent being interviewed. After all the preparation, the interview itself lasted only a few minutes. Looking back, that makes perfect sense. If everyone understands the story and the key messages beforehand, there is no need for hours of footage. 

The filming itself was great fun. We spent the day in the Highlands visiting one potential hydro site and another that’s already a success, filming in some fairly classic Scottish weather and trying to show people what these projects can look like in practice.  

The rain was relentless, which, if nothing else, was a pretty good reminder of why hydro has such potential in Scotland. 

Most people can see a wind turbine turning or solar panels on a roof. Hydro is much less visible. Yet it has an important role to play in Scotland’s future energy system, particularly because it can provide reliable generation and storage alongside other technologies. 

The growth of lower-cost technologies such as solar and wind is obviously positive, but they are not the complete answer. We need a balanced energy system that includes a range of technologies. Hydro is the one we’re interested in, but the broader point is that different technologies have different strengths and all have a role to play. 

I’m proud of how it came across in the news and pleased with the final result. I’m even happier the government has said >5MW hydro schemes will be moved pot in the AR8 contracts for difference process. This improves our chance of pricing support with our current construction although we’ll continue to lobby for <5MW schemes to be treated similarly. 

If you think you have a story worth telling, don’t assume it is too niche or too technical for a wider audience. Find people who are interested in understanding it. Be prepared to explain why it matters. And if the opportunity grows into something much bigger than you expected, embrace it. 

We have expanded our team to support Turner’s growth ambitions. 

Murray Foggo previously of AAB joins as an investment executive and Aaron Marshall from PWC takes up the role of portfolio manager. Both will support the investment team in identifying, evaluating and executing investment opportunities, while working closely with existing portfolio companies to create long-term value. 

The hires are the latest in a series of developments for Turner. Murray and Aaron join Investment Director Jason Cohen who was appointed last year, while earlier this year we returned to the heart of the city’s business district after four decades in Govan. The relocation follows the sale of Turner Aviation last year, which further strengthened our position to invest in growth opportunities. 

Turner is fourth generation family business which has been building private companies for more than 100 years. Our portfolio of businesses’ turnover is more than £90 million with a combined balance sheet value of over £150 million. We are looking to partner with ambitious management teams in industrial and business service markets, with the aim of growing our portfolio across the UK.   

Craig Campbell, CEO of Turner, said: “There’s a real sense of momentum in the business right now following the sale of Turner Aviation, our return to the city centre, and the vital hires we’ve made to bolster our team. The moves we’re making are being noticed in the market, where we’re strengthening our reputation as a forward-looking private capital investment firm. One thing that remains the same though is our focus on targeted sectors where we see the greatest potential for sustainable, long-term returns, within industrial services, energy transition and technology-enabled businesses.” 

Jason Cohen, Investment Director, said: “It’s been less than a year since I became part of the growth team at Turner and already the volume of quality conversations across the whole business means we’ve had to hire two new colleagues to help us with assessing the opportunities available. Murray and Aaron join us at the perfect time given how our networks are expanding, not just in the heart of Glasgow’s business district but across the UK. We’re really pleased to have them on board.” 

Caitlin reflects on her experience on a panel at the 2026 Family Business UK Conference

It was a privilege to join a panel at the recent FBUK conference to discuss the future of family business leadership. 

The conference theme, “legacy meets leadership”, captured a challenge that many family businesses understand well. We have a responsibility to respect what previous generations have built while recognising that the business environment, the workforce and expectations of leaders continue to change. 

As part of the next generation in a fourth-generation family business, I am very conscious that leadership will look different for me than it did for those who came before.  

One issue I raised during the panel was the changing relationship between people and their employers. Previous generations often expected to spend much of their career with one organisation. Millennials and Generation Z have generally received different advice. Moving between roles is frequently presented as the best route to experience, progression and better pay. 

This can bring fresh thinking into a business. People arrive with wider experience, different perspectives and ideas formed elsewhere. At the same time, it creates a challenge for businesses that depend on trusted relationships and knowledge built over many years. 

Our discussion also touched on communication; meritocracy and the different routes people take into family business leadership. For me, the value of discussions like this lies in hearing how others are approaching the same questions.  

Every family business has its own history and circumstances, but we can learn so much from one another as we work out what responsible leadership should look like for the next generation. 

Turner, which operates across the UK and Europe, has returned to Glasgow city centre after four decades.

The Beacon on St Vincent Street will provide Turner with a new base in the heart of the city’s business district, from which it aims to grow its portfolio across the UK. 

As well as providing workspace for its 15-strong team, the new office will create a more accessible hub for collaboration with the investment community, potential partners, and portfolio companies – six of which are based in England.

The relocation follows the sale of Turner Aviation last year, which further strengthened the company’s position to invest in growth opportunities.

Turner recently completed the sale of its six-acre Craigton Road facility in Govan to another family business, paving the way for fresh investment at the site. Over the last 40 years, more than 20 Turner companies started and scaled from Craigton Road.

The business was previously based on Brown Street until 1979, just 10 minutes from the new location, before relocating to Govan. Prior to that, it operated from Bridgeton in the east end of Glasgow.

Craig Campbell, chief executive at Turner, said: “Craigton Road was a hugely important part of our history and the setting for many business success stories over four decades. However, markets and technologies evolve and so do we.

“The move marks a significant step in Turner’s evolution, positioning us clearly as a forward-looking private capital investment firm focused on targeted sectors where we see the greatest potential for sustainable, long-term returns, within industrial services, energy transition and technology-enabled businesses.

Jason Cohen, Investment Director, added: “Being back in the centre of Glasgow places us at the heart of the conversations going on in the business community as we grow our portfolio across the UK. We’re really looking forward to welcoming our network of trusted relationships and forming new partnerships with entrepreneurs in this new environment designed for the way we now operate.”

A prime property in Glasgow’s industrial heritage is set for a new lease of life after changing hands.

The six-acre Craigton Road facility in Govan has been sold by one family business to another, paving the way for fresh investment.

Previous owner Turner has moved to a city centre location as part of reshaping its portfolio and strategy.

More than 20 Turner companies have had a presence at the site over the last four decades. Now Scot JCB is to take possession of three detached industrial buildings totalling more than 65,000 sq ft, alongside a large yard area and extensive parking.

Scot JCB, also a family-owned business based in Glasgow, is pleased to acquire this excellent site from Turner in an exciting move for its new head office and depot.

The property sits within the well-established Helen Street industrial corridor, close to Junctions 23 and 24 of the M8 motorway, and forms part of the Glasgow Riverside Innovation District. Its location, connectivity and scale make it suitable for a wide range of industrial, distribution or redevelopment uses.

The move comes as Turner continues to evolve its strategy focus following the successful sale of Turner Aviation last year, which strengthened the company’s position to invest in future growth opportunities.

Craig Campbell, Chief Executive at Turner, said: “This site has been an important part of Turner’s history, providing a base for us to start and grow businesses that have created hundreds of valuable jobs. In future we will be concentrating more on sectors where we see the greatest potential for sustainable, long-term returns, including industrial services, energy transition and technology-enabled businesses. These will drive our growth for another 100 years.”

The property was marketed by Colliers on behalf of Turner. Iain Davidson, Director at Colliers, added: “Sites of this scale and quality rarely become available within Glasgow’s industrial market. With its combination of modern buildings, extensive yard space and excellent transport links, Craigton Road is ideally placed to meet the needs of its new owners. We are delighted that our comprehensive and proactive marketing strategy has yielded such a positive result for our client.”

Turner has recently taken occupation of its new offices in Glasgow City Centre.

Contact Stewart@lighthousepr.co.uk / 07593 548488

Our CEO, Craig Campbell, was a judge for the Scotland Dealmakers Awards 2025, celebrated at a dinner last week in Glasgow and hosted by broadcaster Colin Murray. Here Craig shares his views on the experience and what it tells us about the economy.

Across nearly 100 entries – twice last year’s volume – the shortlist that emerged reflects not only ambition, but a market in transition.

One of the most striking features in the submissions was their diversity. Small sub-scale deals (sub-£10m) sat beside cross-border transactions and major buyouts. Sectors ranged from life sciences, energy transition, cleantech to manufacturing, professional services and digital ventures. This mix is telling: Scotland’s corporate landscape is no longer defined by the usual suspects alone, but increasingly by innovation and reinvention.

That shift is backed by broader data. Investment in Q1 2025 saw a remarkable surge in funding despite a slight drop in volume. The total value more than doubled, and Scotland captured 7% of all UK deals. Meanwhile, the themes of energy transition, tech scale-up and private equity buy-and-build strategies recur throughout as focal areas.

From my vantage point, judging is not about ‘the biggest deal’, but recognising the full spectrum of excellence. My lens is shaped by my own experience, especially through 25 years in industry – 15 years at Deloitte Corporate Finance to founding my consulting practice in the same field, and now leading the Turner family business which is focused on investing in mid-market industrial and service companies.  

In each phase, I learned that what defines a deal is less its headline value, and more the strategic intent, the execution through inevitable adversity, and the lasting consequence for growth. 

In reviewing entries, I looked for deals where management teams had a plan and executed it with precision and entrepreneurial flair; perhaps overcame structural or regulatory hurdles; where advisers brought creativity, not just finance; where outcomes embedded value not just for sellers and buyers, but for employees and Scotland’s broader economy.  

I was particularly attentive to deals in the sustainability, energy or tech realm — categories where Scotland is staking a future — and considered whether the transaction genuinely enables forward momentum. 

The closeness of many categories reinforced how tight the competition was. I congratulate all those shortlisted. The entries this year are not just a reflection of individual achievement, but a testament to Scotland’s corporate and financial worlds evolving under pressure.

Turner has appointed Jason Cohen as Investment Director, strengthening its team as the business looks to partner with ambitious management teams in industrial and business service markets.

Turner is a fourth generation family business which has been building private companies for more than 100 years. Its portfolio of businesses turnover in excess of £90 million with a combined balance sheet value of over £150 million.

Jason joined the team in October and will focus on sourcing and securing new deals. He joins Turner from PwC Corporate Finance in Glasgow, where he advised on a wide range of corporate and private equity transactions.

Craig Campbell, CEO of Turner, said:

“Jason’s appointment is another important milestone for Turner as we continue our evolution, building on our heritage in engineering and industrial services. Jason’s energy and expertise will bring real value to our ambition to partner with new teams to build their companies as we focus on driving business growth and long-term success across our portfolio.”

Jason said:

“Turner’s values, legacy and operational excellence built over more than a century is truly exceptional and unique. I look forward to playing an important role with the business at this significant point in its evolution and helping on our strategic vision.”

Jason’s arrival follows the appointment of Mark Abbey as Turner’s Operating Partner earlier this year. Jason will work closely with the Turner team to explore new platform deals in industrial and business service markets. A particular area of focus in coming months will be on safety and water industry service businesses.

Jason was formerly Associate Director at PwC in its Corporate Finance team having been at the firm for almost seven years. He regularly worked on multi-million-pound deals on both sides, as well as brief seats in PwC’s transaction services and equity fundraising teams.

In July, Turner sold its aviation business, Turner Aviation, to Precision Aviation Group, a global provider of aerospace maintenance, repair and overhaul services. The move contributed significantly to Turner’s liquid resources, with substantial funds available for investment in its existing companies and new transactions.

Turner is pleased to announce the appointment of Mark Abbey as Operating Partner.

This new role has been created to support strategic growth and operational excellence across Turner’s portfolio of companies. Mark will continue in his position as Chair of Turner Iceni, having passed management of the business to the existing executive team. This will maintain continuity of leadership and ensure a strong link between strategy and day-to-day operations.

As Operating Partner, Mark will work closely with portfolio company leaders and the Turner investment team to unlock value, improve performance and deliver on long-term strategic objectives. His focus will include enhancing governance, supporting operational improvement, strengthening financial management, and advising on growth strategies and business transitions such as mergers and acquisitions.

Mark brings extensive senior leadership experience, having begun his careers as an apprentice engineer with BAE Systems before he went on to hold executive roles. He subsequently held international executive positions with Hampson Aerospace and CHC Helicopters. Mark also serves as Chair of Mitchell Power Systems, another of Turner’s portfolio companies.

This appointment reflects our ongoing commitment to supporting our portfolio companies to drive value creation by providing them with the expertise and resources they need to thrive. We congratulate Mark on his expanded role and look forward to the impact he will make across the portfolio.