In the competitive world of property development, career progression often follows traditional paths. But for Ingrid Osborne, Divisional Chairwoman of Taylor Wimpey London and South East, success came from choosing the road less travelled.
In a recent GSC Executives Podcast with host Caitlin Tye, Ingrid shared insights from her two-decade journey from graduate trainee to divisional chair, offering valuable perspectives for executives and aspiring leaders alike.
A Non-Traditional Path to Property Leadership
Unlike many in the industry, Ingrid had no property background when she joined Taylor Wimpey’s graduate scheme in 2001. With a degree in politics, philosophy, and economics, she was drawn to the sector by chance — spotting an advert in a careers newsletter while her peers pursued more conventional paths in management consultancy and accounting.
“I don’t have, historically, my family or my friends… I didn’t have any history or attachment to the property industry,” Ingrid explains. “That’s why I do feel quite strongly about how we get the word out wider about what a great industry it is.”
This willingness to forge her own path would become a defining characteristic of Ingrid’s career. After completing the graduate rotational programme, she chose the land and planning side of the business, progressing rapidly to become a land and planning director by her mid-twenties.
Creating Taylor Wimpey Central London
Perhaps Ingrid’s most significant achievement came in 2010 when she identified an opportunity in the London market and took initiative.
“I spoke to my divisional chair at the time, who was Peter Truscott, and then subsequently with Pete Redfern, who was our CEO, and I wrote a business plan in that year to open a new operating business which was signed off in 2010, and that was to create Taylor Wimpey Central London.”
This entrepreneurial approach within a large corporate structure highlights a key leadership trait: the ability to spot opportunities and advocate for change. Ingrid then ran this business for eight years as managing director, calling it “a fantastic eight years” where she built both the business model and the team from the ground up.
“Creating any team from scratch isn’t easy… the skill sets required for that type of business were quite different. And we kind of had to figure out between me and the team, that small team I did have at the start, how to run that business structurally.”
Effective Leadership at the Divisional Level
After proving herself as a managing director, Ingrid was offered the role of divisional chair, taking responsibility for six businesses. This transition required adapting her leadership approach.
She identifies several crucial qualities for effective divisional leadership:
- Clear, Honest Communication
“Be honest about what it is you’re trying to achieve and the business is trying to achieve… it’s very easy for things to get lost in translation. I’ve seen that many times.” - Clear, Honest Communication
“Be honest about what it is you’re trying to achieve and the business is trying to achieve… it’s very easy for things to get lost in translation. I’ve seen that many times.” - Balanced Support
“I’m always at the end of the phone and I always ring back whoever rings me… I’m always there when I’m needed. But equally, if you’re an MD running a business, the last thing you want is someone sitting on your shoulder all the time.” - Cross-Business Collaboration
“I’ve tried to encourage people to talk to each other, pick up the phone… understand if they’ve done it before, understand why they’re doing it really well, understand why they’re achieving what they’re achieving.” - Trust as Foundation
“When you are one step removed, obviously, you’re relying on those people to run the business in the right way and also keep you informed when necessary. But not all the time. That balance isn’t easy, and you don’t get it unless you trust each other.”
Diversity in Construction: Challenges and Opportunities
As a woman who has risen to the top in a traditionally male-dominated industry, Ingrid offers valuable perspectives on diversity and inclusion.
She acknowledges the challenges women face in the industry:
“I’ve been to many a meeting where it’s automatically assumed someone else is the boss and they’re not the boss, you know, and even when it’s made clear that, no, no, actually, no, that’s me… they still direct their questions elsewhere.”
However, she also notes potential advantages:
“The positive is you’re memorable. It’s an advantage to be the only one who isn’t the white male wearing a suit. You know, it helps if you see it that way, see it positively, and being more memorable is an advantage if you make it work for you.”
A Three-Pronged Approach to Improving Diversity
Ingrid emphasizes that meaningful improvement in diversity requires attention to three key areas:
- Development:
“Are we actively looking at ways to develop people differently, taking a bit more of a risk on people or thinking outside the box about how they could get a greater business breadth?” - Attraction:
“Being more out there in terms of message and trying to sell that message of… have a look here. You know, you might be surprised.” - Retention:
“Thinking more regularly about things like family-friendly policies. Have we got that right? You know, are we able to retain the people that we’ve got?”
Company Culture as Competitive Advantage
When asked about Taylor Wimpey’s greatest strength compared to competitors, Ingrid doesn’t hesitate:
“I think it’s the people and the culture in Taylor Wimpey. And that’s an easy thing to say, but I genuinely feel that it’s true. I think it’s got a very unique type of culture insofar as it’s a supportive culture, collaborative. People really do want to do the right thing.”
Importantly, she challenges the notion that a supportive culture means lower standards:
“You can be very tough and have high expectations and set high goals and standards, but still do it in a supportive way, that everybody feels like they are being treated fairly and everyone’s fundamentally there to do the right thing.”
A Vision for the Future
Looking ahead, Ingrid wants to see the excellent cultural principles at Taylor Wimpey become more visible externally, helping to attract diverse talent by challenging misconceptions about careers in property development.
“I would really like to see that excellent cultural principle and the real desire to see a modern and high-achieving company in a diverse way be more visible externally… to try and spread the net wider as to what we offer, what we as a company offer, but what the industry more widely offers.”
Her passion for widening access to the industry stems from recognizing her own good fortune in finding a fulfilling career path:
“I was lucky enough to find it, and I would like to feel that I helped other people find it… because it has been a great, great career.”
Join the Conversation
Ingrid Osborne’s journey from graduate trainee to divisional chair offers valuable lessons for executives and aspiring leaders. Her willingness to forge her own path, take calculated risks, and build businesses from the ground up demonstrates the power of entrepreneurial thinking within large organisations.
As she continues to lead Taylor Wimpey London and South East, her focus on balancing high standards with supportive leadership, improving diversity, and maintaining a strong company culture provides a blueprint for success in the property development sector.
For executives looking to enhance their leadership approach or organisations seeking to improve diversity and inclusion, Ingrid’s insights offer practical wisdom gained through two decades of industry experience.
Ready to take your leadership skills to the next level? GSC Executives offers bespoke executive search solutions tailored to the property sector. Contact us today to explore how we can help you build a diverse, innovative team that’s ready for the future of property.
Listen to the full interview with Ingrid Osborne on the GSC Executives podcast, via the player below or subscribe via Spotify, Apple, Youtube or anywhere else you get your podcasts:
This blog post is based on the GSC Executives Podcast episode “From Graduate to Divisional Chair: Ingrid Osborne’s Leadership Journey at Taylor Wimpey”.
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