Introducing Yemi
Yemi is the Head of Development at Meridian Water. She shares her enthusiasm for supporting the Meridian Water Programme in this interview. She explains how her strong design and delivery management skills is applied to complex urban regeneration schemes. She also shares how she manages her workday, and the advice she has for future project managers.
What inspired you to get into your job?
Before becoming part of the Meridian Water team, my professional journey was diverse, encompassing various roles such as associate architect, contract administrator, major projects manager and construction design and quality manager. What ties together these roles and continues to motivate me is my enduring dedication to housing, with a specific focus on social housing and the creation of high-quality spaces where individuals from diverse backgrounds can flourish. I joined the Meridian Water, Enfield Council's flagship regeneration program via Public Practice, a social enterprise that recruits placemaking professionals to join forward-thinking local authorities. Public Practice believes that the built environment is where the symptoms, and solutions, to society’s most complex challenges are played out and that the role of local government is crucial in creating and managing everyday places that work for everyone. To achieve this the organisation supports local authorities so that they can be well resourced with diverse, placemaking skills to lead the way. Joining the Public Practice Associate program allowed me exposure to various roles within my areas of expertise and interest, ultimately leading to my current role as a Head of Development.
How does a typical workday morning start for you?
Each day is highly changeable and dynamic, it is filled with various tasks and responsibilities. It includes internal team meetings scheduled to discuss ongoing projects. These meetings provide an opportunity to collaborate with colleagues and troubleshoot any challenges that may arise. I often head out to our construction sites to conduct site visits and review the progress of our ongoing developments. This hands-on approach allows the team to assess the quality of work to ensure compliance with the council’s requirements but also with statutory regulations. There are also meetings scheduled with potential partners, architects, and developers etc. These meetings are essential for building relationships and exploring collaboration opportunities. Mornings also include ad-hoc tasks and responsibilities that arise such as preparing and reviewing reports. From working in front of a laptop to being out on site, from internal meetings to external engagements, no two mornings or days are exactly alike.
What advice would you have liked to have had about your profession if you were just starting out now?
Based on my experience I would suggest that it is important to seek opportunities to acquire new skills, stay curious, and remain adaptable. You should take calculated risks by stepping out of your comfort zone and taking on challenges that stretch your abilities. Creating a personal brand that reflects your values, skills, and expertise is also important. Mentoring and being mentored can provide valuable insights and guidance.
What is the highlight of your role so far and what is has been your biggest learn to date?
The highlight of my role to date has been seeing the first homes at Meridian Water occupied by Enfield residents. It’s immensely rewarding to hear first-hand accounts of the positive impact these homes are having on transforming their lives. Knowing that our efforts have directly contributed to improving the quality of life for individuals and families fills me with a profound sense of fulfilment. This milestone also validates the council’s commitment to creating sustainable and inclusive living spaces and inspires us to continue our efforts in building vibrant communities. The key learnings to date coming from the private sector into the public sector has been understanding the intricacies of public governance and decision-making processes. I would also add the need for careful balance of delivering competing priorities and demands whilst serving public interests.
What are your future professional aspirations?
My core mission as an architect and construction professional specialising in public housing is to drive societal transformation through innovative and purpose-driven development. I am eager to leverage my skills and passion for creating positive change. The experiences and knowledge I am gaining will lay a strong foundation for whatever opportunities come my way in the future.