After more than a decade with MRG, Stephanie recently returned from maternity leave and has been spending time reconnecting with clients and gaining insight into the challenges facing the sector today. We spoke with her about public sector leadership, building trusted relationships and why people remain at the heart of successful recruitment.
You’ve recently returned from maternity leave after more than 10 years with MRG. What has it been like coming back to the business and reconnecting with the sector?
It’s great to be back, although in many ways it hasn’t really felt like I’d been away. Even with the benefit of hindsight from my first maternity leave, coming back can be conflicting and challenging – the logistics, the mum guilt, the nursery bugs (!) I’m fortunate that MRG is a flexible business and have been supportive on my return.
I’ve really enjoyed getting back out and visiting key contacts to understand the challenges and opportunities they face currently.
Over the course of your career, you’ve worked with a wide range of organisations across local and government, education and the third sector. What continues to motivate you about recruitment in these sectors?
The range of people and organisations I get to work with is broad and fascinating. Since coming back, I’ve supported campaigns for an almshouse charity, a diocese and a university — three very different organsiations, each with their own priorities. However, for all, estates play a vital role in service that they can provide to their students and residents.
Whether I’m partnering with a charity, a local authority, a police force, or a fire service, every organisation has a unique estate – some steeped in heritage, others offering state of the art facilities, and many somewhere in between. Each estate enables public service and has a direct impact on its users.
In the current economic climate, we’re seeing the demand for such services increase considerably. It’s rewarding to play a small part in the delivery of those services.
You’ve delivered senior appointments for organisations such as Surrey County Council, Imperial College London and London Ambulance Service NHS Trust. What do you think clients are prioritising most when hiring senior property and estates leaders today?
More than ever, the public sector is facing significant funding challenges. They are being asked to provide more for less.
Leaders who can identify opportunity for improvement (increased service levels, modernisation, increased revenue and cost reduction), whether through operating models, processes, partnerships will be most in demand. That coupled with the ability to galvanise teams to deliver those improvements amongst a period of change.
You’re known for taking a consultative approach with clients. Why is understanding an organisation’s culture and mission so important in delivering successful senior appointments?
I believe it’s vital to really understand the opportunities, challenges (warts and all) and team dynamics from the outset. That investment of time at the beginning of a campaign can make a disproportionate impact on its success. It allows for transparent conversations with candidates. Most senior leaders aren’t expecting to walk into a perfect scenario (nor do they want to), they want to deliver impact and change where needed, but they do need clarity from the outset. This also allows us to advise on the best recruitment solution for the client – it might be a different approach than they had envisaged.
I also love to work with organisations repeatedly over time. When you build that long‑term, trusted relationship, you develop an understanding of the people, the mission and culture. It builds confidence for potential candidates when approaching them about a move, and also allows us to advise on the gaps in the team might be.
Having spent over 10 years at MRG, how have you seen the business evolve, and what do you think continues to set our approach apart in the market?
What a decade it’s been. We’ve seen a global pandemic, Brexit, global and domestic political uncertainty, a cost-of-living crisis and AI to name a few.
Since I joined 11 years ago, we’ve always been consistent in our focus of delivering senior estates leadership appointments in a partnership approach. How we have delivered that has changed, and we recognise how people consume information has evolved. We’ve invested heavily in our brand as a business – creating candidate brochures, allowing candidates to consume information on the move and in a more engaging way, and also recognising the impact of social media.
Whilst I think there are significant opportunities to improve efficiencies and processes through AI, people still want to engage with people. When making a key hire or making a career move, that long term, human partnership remains key. I’m certain that will remain at the heart of what we do for the next 10 years too!
Returning from maternity leave can bring a fresh perspective professionally and personally. Has stepping away and coming back changed the way you approach your work or leadership style in any way?
Like most working parents, I’m responsibility rich and time poor. There’s always more to be done and not enough time to do it! I’m more conscious than ever of how I prioritise and manage my time.
Looking ahead, what trends or opportunities in the public sector property market are you most excited about over the next 12–18 months?
There are some significant changes in the next few years across the public sector – particularly with Local Government Reform for councils and Policing Reform for forces across the country. Both will have a huge impact on how estates teams are structured, funded and managed — and that creates a lot of opportunity for forward‑thinking estates leaders.
What advice would you give to professionals considering a move into senior estates or property leadership roles within the public or not-for-profit sectors today?
I’d say think about the long term about the steps you need to take to get there. Most people don’t jump straight into their dream leadership role. It usually takes a few moves, and that’s ok. Look at where the gaps are. Perhaps its leadership experience, sector exposure, accreditation, strategy? You can then take proactive steps to fill those gaps. Sometimes a sideways move might be the key to stepping up in the long term. Stepping into a smaller organisation, but taking on a true number‑one role, can be the experience that unlocks the bigger roles in the future.
Also, get a mentor! I’m a firm believer that everyone should have a mentor, no matter their role or “status”. It could be someone from your industry, within your organisation, your professional body or wider network.
Finally, what are you most looking forward to as you settle back into the business over the coming months?
I’m looking forward to continuing to get back out there with clients and contacts, advising them on the best way to approach recruitment and being entrusted to manage their senior hires!
Continue the conversation with Stephanie Howe.