Role Profile - Head of RSMD
Leadership of the dedicated JLL team managing the Regent Street property portfolio on behalf of The Crown Estate for The Regent Street Partnership with Norges Bank Investment Management. People Management and Leadership A proven leader of people, capable of getting the most out of a diverse and multi-disciplinary team on a large scale, ideally above 25 personnel. Understanding the mutual and strategic goals of both JLL and The Crown Estate and ensuring that through the various teams these objectives are seen through to completion. • Provide outstanding leadership of RSMD both in terms of direct employees and RSMD’s supply chain to maintain a high standard of service delivery encompassing technical innovation, sustainability and customer focus. • Recruitment, motivation, performance management, goal setting, training and development of direct reports and, via them, all team members. • Maintain a talent succession plan for key roles (direct reports) in RSMD. • Maintain a purpose for RSMD covering the ambition, values, beliefs, character and focus for the team. • Be the ambassador for RSMD, aligning its behaviours and culture with the “Loyalty Beyond Reason” ambitions underpinning RSMD’s business purpose. • Where appropriate, align RSMD with JLL values of teamwork, ethics and excellence in order that the RSMD brand supports JLL business ambitions. • Create a culture of inclusion across the delivery chain which supports the value of diversity and inclusion as a competitive advantage. Operations Ability to operationally manage the outputs and performance of RSMD, meeting its various responsibilities under the contract with The Crown Estate. Ensuring that the quality of service is achieved through class leading performance to the agreed KPIs. Maximising JLL’s revenue from the instruction, cross-selling where possible and ensuring cost effective delivery. • Overall responsibility for reporting RSMD strategy and operations to the client. Regularly reporting key team issues to the client including organisational structure, staff changes and team initiatives. • Maximise JLL’s long term revenue from the instruction across contractual income, advisory services or ad-hoc sources and ensuring performance management fees are maximised. • Where appropriate, share information and facilitate cross-selling opportunities for additional services and explore with the client additional service provision opportunities. • Maintain cost control and contribute to JLL UK PAM profitability targets.
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