Name: Karly Williams
Title: Managing director, North Thames, Croudace Homes
What I do: I am a managing director for Croudace Homes, managing the North Thames region. My role is to ensure that the region delivers its targets in an efficient way. Croudace has core values relating to people and legacy, so delivering a quality product while supporting and developing our people is of utmost priority. On a day-to-day basis I work closely with the board of directors to overcome inevitable issues and deliver the strategy for how we want Croudace North Thames to look in the future.
Why I got into the property industry: I stumbled into the housebuilding industry at a young age. I instantly clicked with it and never looked back. The diversity of people and fast paced environment suited my personality and thirst for learning.
How I did it: I started my housebuilding career in customer service as a co-ordinator. I interviewed for the role on a Thursday and was in the office the following Monday morning. I was promoted to manager within three months and that was the start of my 20-year career in the industry.
My first proper job: I worked as an office junior for a finance company at 16, immediately after finishing my GCSE’s.
My first big break: My first big promotion was to customer service manager at the age of 20 and the second was sales director at the age of 30.
My inspiration(s): I don’t have a specific inspiration, although I did recently listen to a speech by Deborah Meaden on climate change and the effects of our industry. I found her passion on this subject very inspirational. In my role as group board director for Croudace I oversee sustainability for the group and Deborah’s speech made me really think about how we could further improve to support the industry aspirations.
The biggest challenge I’ve encountered to date: The biggest challenge in my career to date was regional sales director for Barratt London. The market was completely different from what I had previously operated, incorporating international clients and high value prime London properties. In addition, my management skills were challenged as the business was going through a period of substantial change and the diversity of the role was more than I had experienced previously.
My greatest achievement/proudest moment to date: This may be taboo, but my proudest professional moment came when I made the decision to take a step back in my career. I realised that I was compromising my family life for my job, through the pressure I put on myself to deliver. I stepped back for a few years, spent time learning how to get the balance right and then chose to step up to the next opportunity again. I felt more comfortable in the role, it made a huge difference to my wellbeing and my career has not suffered as a result. I can also use this experience to support and lead my teams who may be facing similar situations and struggling to get the balance right.
The biggest misconception people have about the property industry: There is a huge misconception that new homes equate to poor quality, yet this absolutely isn’t the case. The industry has improved tremendously in the 20 years I have been working in the sector and housebuilders across the board, from SME’s to large developers, are committed to delivering a good quality product to their customers. Do we always get it perfect? No, as a house is made by individual people each time and mistakes can happen. However, this is an exception now and the industry generally is delivering on its quality ambitions seeking to improve wherever possible.
My biggest bugbear about the industry/the one thing I would change about the industry: The biggest current issue within the housebuilding industry is planning. There is a lack of consistency across local authorities, with planning processes being incredibly slow. I believe the effect it has on housebuilders, particularly SME’s, is underestimated. This is a real issue that the Labour government is showing willing to address, so I hope over the next five years this comes to fruition, as otherwise the lack of housing supply will only worsen. In addition, the processes related to accessing a development are causing huge delays to delivering homes for our communities.
Where I’d like to be in five years’ time career-wise: I am very happy with my current role and if I was doing the same thing in five years’ time, continuing to identify opportunities for improvement, I would be more than happy. As long as I am making a positive contribution to people and the industry, I am content. A career is always about balance.
Who I’d invite, living or dead, to a dinner party: Steve Bartlett! I am currently listening to his podcast, The Diary of a CEO, and I think he would be interesting as he has been successful but with seemingly a very grounded nature. The subject matters he covers are very diverse and his questioning technique very relaxed and natural, which I think would make for interesting conversation.
What I do in my downtime: When I am not working, I am kept busy with my three children who range from 8 to 15 years of age. In addition, I spend a lot of time in the gym supporting my physical wellbeing, but also providing a platform to de-stress from a busy day.
The job I’d be doing if I was not doing this: A midwife. This is completely different from my career path but a role I have always been fascinated with. Having the opportunity to support mothers through such an important event in their lives with every situation being entirely different I believe must be truly rewarding.
My advice for someone just starting out: Work hard, never compromise your core beliefs and keep pushing yourself to improve on a daily basis.
My motto/mantra: Every day is a school day.
