Stuart (.
Stuart (.
Head of Strategic Estates Insight and Planning
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Applications Career development Role

Cyngor Gorau

"In terms of applications, it sounds obvious, but make sure you read the job advert thoroughly, and tailor your application to evidence your experience of the key things the vacancy-holder is looking for. i've reviewed hundreds of job applications which often fail to do this. In terms of doing your job, be clear on your responsibility and then commit to delivering it with energy. Focus on the most important things that need to be delivered, structure your time well to achieve these, and be sure to consider others as you deliver - hitting a target is great, but not as great if everyone else's delivery has been negatively affected by the way you've worked and interacted - remember to keep the big picture in mind. If you are considering whether to move roles or take on additional/new responsibilities, my advice would be to go for it. It's often easier to stick with what you know, and to find reasons not to try new things - "maybe next month, or next time". In my experience, trying new challenges always builds your experience, resilience and understanding, and as long as you don't change roles really frequently, you will rewarded in your career as a result of taking the plunge."

Llwybr gyrfa

Ynglŷn â Stuart (.

Key experience
I joined the civil service as a graduate surveyor straight from Uni, keen to work for a large organisation with great job security, varied opportunities to progress, and the chance to deliver meaningful work for the public. Through the graduate programme at the Valuation Office Agency I qualified as a Chartered Surveyor a year after joining, and undertook operational casework specialising in rating valuation. I moved into operational leadership roles early in my career (24) having taken the chance to apply for a temporary G7 team leader role and then securing it permanently. When I was 27, I secured a G6 regional operational leadership role, and since then I have worked in G6 operational, finance, and estates leadership roles for around 8 years. I am currently on loan to HMRC from the VOA, relishing the chance to experience a larger government department and deliver in a different context than I am used to
Current position
I lead a small team of five direct and eight indirect reports and have responsibility to deliver three main functions: - strategic estates planning - accurately tracking and reporting where HMRC has buildings and space, understanding where HMRC need space now and in the future, and helping maximise the use of the HMRC estate - providing an effective estates change governance function - managing the estates change triage process and meetings, through which any changes to the estate need to be routed for consideration by the senior estates team. - understanding the drivers and plans the business groups have to build into the estates strategy, and to link business contacts with the right contacts within Estates, supporting them through the change process if required.
Main motivation
I enjoy being involved in the planning and decision-making on key issues affecting HMRC Estates, such as which estate changes do and do not go ahead, which locations we agree to sublet space to other government departments, and how we plan to maximise the use of our buildings. I enjoy working with a small team of people that has a big impact, as well as colleagues across wider teams within Estates but also in HR, Operations and Finance. I also enjoy the opportunity this role gives me to see the bigger picture, linking HMRC strategy with wider issues such as the Government Property Agency's objectives, Places for Growth etc.
Top advice
In terms of applications, it sounds obvious, but make sure you read the job advert thoroughly, and tailor your application to evidence your experience of the key things the vacancy-holder is looking for. i've reviewed hundreds of job applications which often fail to do this. In terms of doing your job, be clear on your responsibility and then commit to delivering it with energy. Focus on the most important things that need to be delivered, structure your time well to achieve these, and be sure to consider others as you deliver - hitting a target is great, but not as great if everyone else's delivery has been negatively affected by the way you've worked and interacted - remember to keep the big picture in mind. If you are considering whether to move roles or take on additional/new responsibilities, my advice would be to go for it. It's often easier to stick with what you know, and to find reasons not to try new things - "maybe next month, or next time". In my experience, trying new challenges always builds your experience, resilience and understanding, and as long as you don't change roles really frequently, you will rewarded in your career as a result of taking the plunge.

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