Meet some Strategic Advisers - Scott Wilson

“I always have the feeling that I’m part of something very special that’s capable of achieving enormous change.”

What were your key motivations to join the SIB?

A lot of people watch the news or read the paper and say they can’t believe politicians are doing this or that. Everyone has an opinion about how certain things could be done better. This job gives me the opportunity to do something about it.

We are at the cutting edge of influencing decision making in this country. In the private sector, you simply don’t get this level of influence over society and regeneration. The SIB puts you right at the heart of the change process.

SIB suited me because it wasn’t quite a private sector consultancy role and not a fully fledged public sector position. It sits in the middle. It has nothing to do with lining shareholder’s pockets. Our remit is to do what we think is right for society.

What influence have you had since you joined?

Because of my particular background, I feel I have brought a huge amount of commercial awareness. An understanding of certain aspects of the private sector that the civil service simply doesn’t have.

I have lots of experience of what has and hasn’t worked with regeneration initiatives in the North West of England, which I think will help bring a valuable insight for Northern Ireland.

I also feel I’ve brought an attitude that there’s always a way to get results. Nothing is impossible. An example is a department getting a budget that’s far too low for the amount of work it has to achieve. My attitude is to think around the problem and explore different routes like, for example, leveraging the expertise of the private sector or maximising the value of assets.

What are the key challenges for you to tackle over the next 12 months?

It’s all about bringing value and innovation. To get good ideas accelerated through the system. By political leverage or whatever means, to get the right things done, quick. It’s a challenge for the organisation as well as for me personally.

Specifically one of the areas I’m working on at the moment is social and affordable housing. Our aim is to deliver the aspirations of the Executive within ever tightening budget constraints. For example, there’s no additional money but there’s a need for a further 2,000 homes to built. How are we going to this? Well, there are opportunities that can be explored. I see my job as helping to get the best of those implemented quickly.

How would you describe the culture within SIB?

It’s very much a vibrant commercial environment. Things are constantly moving; it’s definitely not a sleepy organisation. I always have the feeling that I’m part of something very special that’s capable of achieving enormous change. That probably has much to do with the fact that I’m surrounded by very experienced and talented people who are driven by innovation and practical delivery.

Personally, the aspect of SIB I like most is the freedom. The fact that I’m not restricted in what I do. I’m empowered to do what I think is right.

What was your background before you joined?

I started life in the construction industry, working in all sorts of roles including commercial manager and project manager. I was the director of a regeneration consulting business for four years. I have also been involved with PFI bid management and development finance.