Q&A with John Vardy — Director of Corporate Strategy at PMA

You joined PMA as Director of Corporate Strategy in January. What drew you to the business at this stage?

“What drew me to PMA was the combination of capability and potential. The business already has a strong reputation for delivering projects in complex, often secure environments, particularly across the custodial estate, but it’s also at a point where there is a real opportunity to build on that foundation.

For me, it felt like the right moment to join a business that is both operationally credible and strategically ambitious. There’s a clear opportunity to strengthen relationships across the various Central Government estates, support the development of new solutions to emerging challenges, and help position PMA for a larger role in future programmes.”

Your background spans senior roles in the Ministry of Justice and the private sector. How has that mix shaped the way you approach strategy?

“Working on both sides has been incredibly valuable. My time in the Ministry of Justice gave me a strong understanding of how government programmes operate, how decisions are made, and the importance of governance, standards and accountability in secure environments.

Moving into the private sector adds a different perspective – one focused on delivery, innovation and responsiveness to client needs. Bringing those two perspectives together means I tend to approach strategy in a very practical way: understanding what the client is trying to achieve, where the operational challenges lie, and how organisations like PMA can support those outcomes in a meaningful and sustainable way.

In many ways, good strategy is about connecting those dots and ensuring the organisation is aligned with the direction the estate is moving in.”

What does ‘good strategy’ look like in secure and complex environments like the ones PMA operates in?

“In secure and operationally sensitive environments, good strategy has to be grounded in reality. These are settings where solutions have to be robust, compliant with technical standards and capable of working within the constraints of live operational sites.

A strong strategy focuses on understanding the real challenges faced across the estate and developing solutions that genuinely support those needs. That often means working closely with clients, consultants and delivery partners to ensure ideas translate into something practical and scalable.

It’s also about anticipating where the estate is heading in the longer term and ensuring the business is ready to respond with the right capability and partnerships when opportunities emerge.”

Since joining PMA Services, what have you been most focused on getting under the skin of?

“The first few months have been about understanding the business in depth – how we deliver projects, where our strengths sit and how our clients and partners perceive us.

I’ve spent a lot of time speaking with colleagues across PMA as well as engaging with partners across the supply chain and client space. That dialogue is important because it helps shape a clearer picture of where the opportunities are for the business and where we can add the most value.

At the same time, I’ve been looking closely at the wider landscape across the custodial estate to understand the priorities emerging over the next few months and even years, and how PMA can best align itself with those programmes and opportunities.”

What opportunities do you see for PMA as the business continues to grow, and what are you most looking forward to getting stuck into over the next few months?

“There’s a significant opportunity for PMA to take a bigger role in delivering specialist infrastructure and security solutions across the custodial estate. As programmes evolve, clients want delivery partners who understand the operational realities of secure environments and can offer practical, scalable solutions to the table.

Part of the opportunity for PMA is to continue strengthening the relationships we already have while widening our reach to new clients facing similar challenges. By showing capability, reliability and technical understanding, we can support more programmes and bring new organisations into the fold as the business grows.

Over the coming months I’m particularly looking forward to continuing to build those relationships, supporting the development of new ideas and solutions, and helping position PMA for the next phase of growth.”

What’s one thing people might be surprised to learn about how you work or think?

“People sometimes assume strategy is something that happens in isolation, but I tend to approach it in a very collaborative way.

Many of the best ideas come from conversations with people who are directly involved in delivery or working closely with clients. Bringing those perspectives together leads to strategy that’s not only more realistic, but far more effective. It reflects how the organisation actually operates, what clients genuinely need, and where the real potential sits.

Ultimately, good strategy isn’t just about planning for the future – it’s about ensuring the organisation is connected to the people, partnerships and opportunities that will shape that future.”