What does your role involve?
We’re responsible for developing the overall housing strategy for government, how the market as a whole operates (including home buying and selling) and overseeing the performance of many of our big housing investment programmes, including Help to Buy.
To do your job well you need...
A diverse, motivated and committed team! As directors, we can only succeed through the leadership, skills and enthusiasm of the people who work for us, so investing in attracting and retaining great people in the team is absolutely critical.
First job in government?
As an executive officer, working on the Children Leaving Care Act 2000 in the Department of Health (which was then responsible for children’s services). Something must have stuck. I did two more health and social care bills in the next five years.
Proudest achievement to date?
When my 15-year-son told me that he’d learned about Ebbsfleet Garden City in his GCSE geography lesson as an example of good urban planning and design. I was able to tell him that I’d set up the development corporation that delivers the garden city and had worked on the masterplans for the site!
Most bizarre thing that’s happened to you at work?
Getting stuck in a lift in the House of Commons with a very senior minister. I won’t say which one.
If you weren’t a civil servant you’d be...
A detective. I spent a year in the Home Office in a finance and strategy role and was inspired by the visits I did with local police forces. They do their job – often going above and beyond what they’re paid to do – in hugely challenging circumstances.
What’s the best piece of professional advice you’ve ever been given?
Before going into a stakeholder meeting or event, to think about who I want to be in the discussion, rather than worrying about the detail of what I need to say. The overall impression you leave is much more important than landing a few clever points.
If you could wave a magic wand over the civil service, what would you change?
I’d like to see people staying in policy areas for longer. I worry that many people end up moving roles (or departments) just at the point that they have developed genuine expertise, which the government’s reform agenda is already working to address.