The owners of risk analysis business DS+A span three generations but are united by their desire to seek out answers to difficult questions

Julian Downes
I joined DS&A about a year after Derek had started it [in 1990]. Derek and I had worked together designing sonar systems for the Navy and then gone our separate ways. It started off as a one-man operation and then it became a one man and his dog operation when I came on board.

We all believe that to understand risk you have to put some numbers to problems and then analyse them. You can't really talk about risk in terms of highs, mediums and lows. There's not a book of risks—you can't look it up.

We're a flat organisation. We're essentially all jobbing analysts. Derek, Per and I try and share ourselves around the clients. But generally, we three don't work together that often.

The business has been going for some time and we get on with each other—it's not run by aggression or conflict. We're not antagonistic.

Derek has an ability to see characteristics in people that they don't see themselves. The people who work for him find that they can do things that they wouldn't have thought they could do. He has an expectation—people live up to it.

Per's different. He's young, blonde and Swedish. He's relaxed but also quite forthright. He has strong views and quite a pragmatic way of doing things. I'm what they call an optimistic pessimist. I can tell you everything that can go wrong, but rarely come across something where I have to call it quits.
We've seen an evolution in risk assessment. It's gone from being a niche market to more mainstream. What motivates me now is adding value and helping people make better decisions.

Derek Salkeld
A colleague and I started DS&A the week after we were fired from a subsidiary of EDS for trying to lead an MBO. We tendered for contracts on risk analysis that they were not going to tender for and we won them.
You can sit around a coffee table and shoot the breeze about what you're going to do. But when you knock on the door and try to explain to someone that you can do something that they've never had done before, it's tough.

We worked for about a year without getting paid. When we got paid, I went out and bought a motorbike. Now, turnover is about £1m a year.
It's a delight being around such clever, lively people. It keeps you young. We're non-hierarchical—we don't separate power from expertise. We're very flat, very collegiate.

Julian's the clever one. He'll say something profound in 10 words and we think how we'll respond! I'm more excitable—I get angry easiest. Per is a delight. He's a raconteur. You could put him on the Parkinson show and he'd entertain an audience with wit and grace.

No decisions are taken without consultation. If we have differences, I let them have their way.

Julian and Per are clever and wise. They have the relaxed approach to life of truly clever people. They don't get into arguments and they're not difficult.

Per Broden
I met Derek when I worked as a statistician for Network Rail. For a guy in his 20s it was exciting. DS&A was a small, easy-going firm without lots of procedures. The procedures are for things that matter, not handing in expense claims. We hire clever individuals who get on with the job.

It fascinates us to understand problems—to put them into some kind of understandable framework. A lot of our work is unique. You can't just come in with a tailor made solution.

Julian, Derek and I have different hobbies. Derek drives his motorcycle, Julian is into photography, and I like to read historical books. But together, we have a good friendship. This business means a lot to all of us. More or less, we own a third each.

Derek will always be there to do whatever it takes. He says: "If you have the guts to phone me on a Saturday night then I don't have the heart to say no to you". I try to adhere to that when I deal with people. If they have to call you, then that person needs that discussion there and then.
Julian has the ability to simplify things down to the common denominator and make seemingly complex things very simple, but still powerful. He's clever enough to compact something. On a personal level, they're good mates.

I was a young chap when I started. Now, I want to create a sustainable business that can give us a prosperous future. Back then, I was mainly interested in getting a foot on the career ladder. I didn't really care where I did it. I acquired that later on.