An Interview with.......David Morrison of EQ Chartered Accountants

In the first of Meraki Talent's "interview with..." series, we talk to David Morrison, a Partner with EQ Chartered Accountants 

Please introduce yourself

I trained with a Big 4 firm, qualifying as a CA and CTA before moving into industry with a global petrol pump manufacturer, an experience that gave me valuable perspective on both practice and business operations.  

I joined Reeves & Neylan in 1997, became Partner in 2000, and helped form EQ following its 2004 merger with JLM. EQ has since grown rapidly, merging with Carters in 2015 and joining the Sumer Group in 2024, doubling in size since then through strong organic growth and acquisitions. 
As Head of Tax and now Head of Advisory, I work closely with family businesses, particularly in leisure, professional services, and manufacturing, helping them access EQ’s full suite of services. 

Q&A 

Why did you decide to go down the route of P.E? Private Equity wasn’t initially on our radar, but we recognised limits to our investment capacity and succession planning. Partnering with Sumer has allowed us to accelerate growth, strengthen our technology and talent base, and invest confidently in the future. 

What were the key criteria and concerns before agreeing? My main concern was the perceived loss of autonomy after 25 years as my own boss. As a firm, we also wanted to protect our culture of growth, opportunity, and inclusion. We only moved forward once we were confident that would remain intact. 

How have you personally and the wider EQ found the transition from LLP to the P.E model – what have been the benefits? It’s been transformative. We’ve attracted top talent, expanded through acquisitions, and diversified into corporate and commercial finance, all while maintaining our client-first ethos. 

Why did EQ choose Sumer?  First and foremost, we liked the people. Their belief in our regional model and promise to let us run our own business stood out. Sumer trusts us to invest and grow independently within a supportive framework. 

What’s surprised you most? How little has changed day-to-day. It’s business as usual with the same focus on clients and service, but with more resources and capability behind us. 

What has been the biggest challenge on this journey? Managing perceptions. Clients worried we’d become a faceless corporate, and staff feared cultural change. Once they saw that EQ remained people-led and opportunity-rich, those concerns faded quickly. 

How have you maintained EQ’s culture? 
Our culture is deep-rooted and was not going to be lost easily. Sumer fully supports our focus on people and client care remains our top priority. 

Knowing what you now know, is there anything you would have done differently? The sale process was more emotional than expected. EQ’s history means a lot to me personally and I had natural concerns, but I’m proud of how it turned out for our people and clients. 

Impact of Private Equity on the profession? PE has reshaped the market as firms have become bigger and better resourced. The danger is some are losing the personal touch, in my opinion. We’ve protected that principle, which I believe will underpin our future success. 

What is the future for LLP model in Professional Services? Smaller niche firms will survive, but clients increasingly want scale, specialisation, and efficiency which is harder for small LLPs to deliver. 

What message would you give to any aspiring Partners as to why EQ is a firm to consider? EQ is a dynamic environment with great clients, great people, and genuine opportunity. EQ is a supportive, ambitious place to grow your career where you’re trusted, valued, and encouraged to succeed. Whilst I’m clearly biased, EQ is a fantastic place to work. 

Personal 

What would you say to somebody who is starting out in the profession today? Work hard, learn from your mistakes, build relationships, and enjoy what you do. 

Who has been the biggest influence on your career so far, and why? 
Without naming names, many colleagues and clients who are positive, humble, can-do people inspire me every single day. 

What do you feel are the main differences between how you got to your position from others who never? I love this profession. That passion shows in how I work. Be honest, supportive, and surround yourself with people who lift you higher because the best leaders, in my view, respect and value others. The best advice I can give is to surround yourself with people who are better than you are and in whom you have 100% trust. In my experience, the best business leaders have a key character trait – modesty.  Valuing others around you is so important. 

Our thanks to David for his time giving us his insights.