Ruth Waters

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Ruth Waters

Ruth Waters

Ruth is managing partner for our firm. Ruth is a highly experienced litigator specialising in all areas of commercial dispute resolution, with a particular expertise in construction law. She advises clients in the successful resolution of litigation, conducted both in the Court of Session and the Sheriff Courts. Qualified with a Masters in Construction Law at Strathclyde University, Ruth guides all parties, from developers and consultants to contractors and subcontractors, through the complex drafting and negotiating processes involved in construction and engineering projects. This includes construction contracts, appointments, sub contracts and collateral warranties. Ruth also represents clients in disputed construction contracts and Alternative Dispute Resolution, including adjudication, arbitration and mediation, and is a member of the Adjudication Society. She is a pragmatic business lawyer who focuses on sound practical and commercial advice.

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From today the Government incentive SuperConnected Cities includes four more cities in Scotland; Glasgow, Inverness, Stirling and Dundee, great news for small business and the economy.

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In March's edition of The Knowledge we take pride in the economic prosperity and business diversity in Fife following the 2015 Fife Business Awards. We also look at the usual advice for business owners including the soon to be enforced Shared Parental Leave provisions.

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b2ap3_thumbnail_fife-business-awards.jpgWe were delighted by the calibre of entries at the Fife Business Awards 2015. The standard of competition was a great reflection of the high standard of businesses in the area.

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Every day I help owners to protect their businesses and understand that planning ahead for the eventual sale of your business can be a big consideration, a topic covered recently by Mount Parnassus. They were recent guest speakers at our regular knowledge series, where they added value to help clients of owner managed businesses learn and meet useful business contacts.

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I recently heard the director of a recruitment company explain why the founder had decided to use employee ownership as an exit strategy. He was looking to retire but was concerned that a sale or a merger would lead to the loss of freedom and long term control, that a new owner may not understand the business and would be looking to strip out costs which would mean that quality would be compromised. In contrast, the employee ownership option meant that the employees' contribution to the success of the business would be recognised, the values, culture, quality and integrity would be maintained and there would be continuity for staff and clients. He was also aware that research shows that employee owned companies have greater productivity, lower staff turnover and are more sustainable over the longer term.

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