My career in HMRC started with failure, after I was unsuccessful for the graduate programme, I was offered an opportunity to be a direct-entry recruit into compliance. I was also always interested in working in Policy and was able to take an opportunity soon after completing my training to join the VAT policy team in Whitehall. After a while a left the private sector as the civil service was keeping down wage cost pressures but my time in the private sector made me realise how much I value public service. HMRC don't often recruit directly into from the private sector but I took up another policy job in another government department because I knew there are considerably more opportunity available for internal moves within the civil service. I took up the first offer to return to HMRC as I know no other department has more impact on the public than HMRC - after all there are only two certainties in life, death and taxes.

HMRC was formed in 2005 but its roots and purpose go back much further. However, a lot of our approaches, taxes and legislation that underpins it all was written at a time when e-commerce was just a fledgling concept and terms like 'gig-economy' didn't mean anything. The rapid pace of change means HMRC and also its compliance arm needs to adapt, evolve and revolutionise the way it conducts its business. My role is to think about how we are going to go about doing that - continue to deliver on our short-term goals and support we provide to the public but make sure we address the problems that will make easier for taxpayers to get it right and harder for those who are deliberately not.

By the time an issue crosses my desk, I am in the lucky position of being somewhat freer to come up with innovate and outlandish ideas because it would have crossed the desk of several people before and either they don't know the answer, or because there is no simple or easy solution. Therefore, because I am confronted only by the hardest questions I have to look beyond the immediate issue and work out the root cause of it all and figure out whether a systemic wide alteration is either appropriate or even feasible. Then I go about it speaking to as many experts as possible to work out a strategy to enable all the decision makers across the department to make a series of choices that when added together help address the big issue I'm asked to solve.

If we only did what was comfortable, we would never make any progressions. Challenge is part of growth but if you are your first obstacle, then you will never even try. No matter how ludicrous, never say no to yourself once you remove that impediment then you can start working out what you need to do, if you have the experience or skills, then getting down to complete the application or if you don't have the skills then what can you do to either acquire them or demonstrate you can pick that skill up quickly in the new role. Finally, make sure you read the application and provide them with the information they need to make it easy to appoint you or invite you for interview. The number of applications I see without any reference to the role they are applying for is really disappointing, so make sure what your application says is appropriate.

I don't measure my achievements by milestones but by consistently delivering for taxpayers, my colleagues, my Minister and my seniors. In the areas where I work, there are never any easy answers so being consistent and continually iterating to find the better answer to the problem and being flexible to adapt when new information arises. The fact that my colleagues seek my involvement, my seniors delegate issues for me to resolve and my team enjoy showing up everyday gives me pride in what I do and is the indicators that I'm doing a good job