In conversation with… Roxanne Ewing
Head of Corporate Operations, Cromwell Property Group
As one of the senior leaders within Cromwell, Roxanne has spent years helping guide the direction of the business – including fostering an environment where staff can thrive. As workplaces continue to evolve, Roxanne continues to explore how Cromwell can be a positive work environment.
1. It’s safe to say you’ve got a wide-ranging role at Cromwell, Roxanne – can you walk us through some of the key responsibilities you take on?
I do have a broad role here – and that means every day is different, which I love.
I am accountable for the People and Culture, Marketing, and Operations teams at Cromwell – so, in a nutshell, I’m responsible for ensuring that Cromwell has the right talent to execute on its strategy and deliver for our investors; execute on marketing strategies that attract and retain investors; and support the operations of the business from an office and administrative perspective.
2. You’ve been Cromwell’s Head of People and Culture in the past – and helped shape our current organisational values. How did that process come about?
Everyone has heard the old “culture eats strategy for breakfast” adage but, for me, culture eats everything; culture is everything. Without the right culture, an organisation cannot succeed – and values are at the core of that. Values are the handful of words that attempt to sum up the enormity of an organisation’s culture and vision.
It’s no secret that Cromwell has undergone a significant amount of evolution of the past few years, as all organisations do. Like any organisation, we’re not stagnant – and we had shifted significantly enough to justify redefining the terms that captured both who we were, and who we wanted to be.
And we could only achieve that by engaging everyone in the conversation. Over a three-month period, we engaged with our entire business – we asked people what our vision meant to them, who they felt we needed to be in order to achieve their best, as well as what our current strengths were that we could leverage. We also had transparent discussion about what activities we needed to stop doing.
It was a surprisingly simple process. There was general consensus about our strengths – we’re respectful, we care, we’re inclusive and we’ve got great people – as well as about those areas that we would need to focus on if we’re to achieve our vision: increased agility, collaboration, and innovation.
We solidified the values that we would live by during the next stage of our evolution as Collaborative, Progressive and Accountable.