Senior Vice President of Political & Governmental Sales, Urban One
Search every verified Laura Clark interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Laura Clark, Senior Vice President of Political & Governmental Sales at Urban One, discussed her experience with a management buyout (MBO) of a recruitment business founded by her mother. In a February 2025 podcast, Clark stated that she owned 100% of the company from day one, with the purchase price deferred through loan notes. She noted that the payments were not linked to company performance, and she would structure the deal differently if she were to do it again. Clark also said she was aware that people might judge her based on her mother starting the business, and she compensated by working harder than others. Clark discussed her approach to business ownership, stating she wants employees who share her feelings about the company and that she weighs culture against profitability. She advised getting debt insured, citing a client that went under owing £140,000. Clark described her company's value proposition as providing better people who are cared for, rather than just supplying numbers. She said the company plans to increase gross profit per head through upskilling, double marketing spend, and continue delivering service in what she called an "unsexy but impactful recruitment sector."
“I struggle as not the right word I'm very aware that people will make judgment on the fact that my mom started the business and I'm okay with that. I'm incredibly lucky that I ever got given the opportunity. I always had in the back of my head that that was something that I was being judged on and so I would almost try...”
“When you choose to own a business you get to choose who you have in that company. I want people in the business that feel the same way about it as I do. You have to weigh up culture versus profitability and that's a really difficult balance too but you don't want to have a business that's really profitable but it's a r...”
“Get your debt insured. We had a client that I worked with for 15 years go under and owed us 140 grand not insured. That was really painful. Debt insurance helps me sleep and be really clear about your client terms.”
“I owned 100% from day one and then the payment was deferred in loan notes. Essentially, I paid for the business but the amount went over, she then lent me back a certain amount and now I own 100% but I loan her the money back. She's loaned me the money that I owe her.”
“The payments aren't linked to how well the company does. If I was to do it again, I'd make that part of the deal. The business performed well after COVID but not as well this year, yet the payments are still the same.”
“Recruitment is hard, especially in a high volume, low margin environment. Competition on price is fierce. Our value proposition is about providing better people who are cared for, who turn up to work, have less sickness and absenteeism, rather than just supplying numbers.”
“People are going to follow money. It's our job to partner with clients to make sure they offer fair and benchmark pay. People just want to be cared for and if they feel that, it goes a mile.”
“We have candidate relationship resources who look after all new and existing candidates to build relationships. Candidates are really grateful when they get treated like humans rather than just a number.”
“It's easy to cut corners when you look at potential pound signs, but you have to trust the people leading the business. We won't sign something that I wouldn't sign myself. We all talk about the temptation but we have to live and breathe our values.”
“Next year, we're focusing on increasing GP per head through upskilling, doubling marketing spend to build brand and communities, and continuing to deliver great service in an unsexy but impactful recruitment sector.”
In this episode, I sit down with Laura Clark to unpack her journey from recruiter to CEO through a successful management buyout ...
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