Career spotlight on: Sachia Thompson ChPP, Ministry of Justice

For Sachia Thompson ChPP, project management has always been about more than process or performance metrics – it’s about purpose, she says. Over a 30-year career in the Ministry of Justice (MoJ), she has seen how effective delivery can transform services, empower people and create lasting value for society.

Q. Tell us about your role

Sachia Thompson ChPP (ST): I’m currently the Senior Responsible Owner (SRO) for the Accelerated Houseblocks Delivery Programme, one of the UK government’s most complex and high-value programmes, which is delivering 2,900 new prison places across England and Wales. This is part of the wider ambition to increase capacity by 20,000 places.

When I took on the role, the programme was at a challenging point. Through a full reset, including refreshed governance, new data-sharing protocols and restructured leadership, I was able to turn it around. We are now in construction at six of the seven sites, with the first two due to deliver next year.

I lead a multi-disciplinary team of professionals, and my focus is on empowering people to perform at their best, because great delivery, in my experience, depends as much on people and culture as it does on process and governance.

Q. What are the challenges of working in the prison sector?

ST: It’s uniquely challenging – politically, operationally and morally. Every decision we make has real-world consequences for the people who live and work in these environments. You need resilience, calm and a deep sense of purpose to lead in spaces where every decision matters. Balancing delivery pace with operational safety is one of the greatest challenges. Success isn’t just measured in capacity numbers but in how effectively we uphold safety, dignity and long-term impact while working under intense public and ministerial scrutiny.

Q. What do you enjoy most about your work?

ST: It’s the sense of purpose it brings. Seeing a project move from idea to impact, knowing it will improve public services and create better environments, is deeply fulfilling. But beyond the infrastructure, I find my greatest reward is developing people. Whether through my leadership role or as a mentor, I’ve supported colleagues from underrepresented backgrounds to progress in their careers. Two of my mentees were recently promoted to senior grades – something I count among my proudest achievements.

Q. How did you get into project management?

ST: My path into it wasn’t planned. I began my career operationally in HM Courts and Tribunals Service, working across magistrates’, crown and county courts before joining project teams within the MoJ. A pivotal moment came when I led the Commuter Hub Programme as part of The Way We Work (TW3) initiative – a government-wide programme to modernise workplaces. The project won the Working Families Award for Workplace Innovation, and that experience made me realise that project management isn’t just about buildings or budgets; it is about enabling change and improving experiences for people. The ability for staff to work flexibly, particularly those balancing caring responsibilities, resonated deeply with me. That was when I knew I’d found what I wanted to do.

Q. What’s it like being a woman in a male-dominated sector?

ST: There’s no denying it brings its own challenges. In the early years, I was often the only woman in the room. But over time, I’ve seen the power of representation and visibility to change perceptions. We need to make space for women to lead authentically, not by conforming, but by bringing their whole selves to leadership.
Coming from a low socio-economic background, I know how vital it is for people to see someone who looks like them, who shares their story, in positions of influence. I’ve made it part of my purpose to ensure others see what’s possible, regardless of background or circumstance. To encourage more women into the profession, we need to invest in confidence, sponsorship and inclusive development opportunities. We need leaders who open doors – and don’t just occupy them.

Q. What important lessons have you learned along the way?

ST: Through leading some of government’s most complex programmes, I’ve learned that leadership in delivery is as much about courage as it is about competence. Some of my key lessons include:

• Resetting isn’t failure. Sometimes success begins with honestly admitting when a reset is needed and leading it confidently.
• Governance should empower, not restrict. The best governance structures enable faster, better decisions.
• People are the true constant. Methods and tools evolve, but people remain at the heart of every successful project.

To thrive in project management, you need curiosity, empathy, integrity and stamina. It’s about keeping sight of the bigger purpose, even when navigating complexity and pressure.

Q. What makes a great project leader?

ST: Great leaders build trust. They listen more than they speak, lead with integrity and create space for others to grow. They balance clarity with compassion, knowing when to hold the line and when to empower others to lead. I believe leadership isn’t about titles or authority; it’s about influence, example and the ability to bring people with you.

Q. Which project are you most proud of?

ST: While I’m immensely proud of the work I’ve led in the prison sector, the Probation Reform Programme remains one of the defining achievements of my career. As Programme Manager, I was responsible for leading the estates element of the transformation programme to deliver a unified, modern probation estate. The programme had to ensure operational continuity at the end of existing Community Rehabilitation Contracts while creating a new, fit-for-purpose environment for staff and service users.

Under my leadership, we secured capital funding and delivered 58 new sites across England and Wales. We consolidated the estate by 22%, achieving annual savings, and transferred 372 property holdings from 22 different companies into a single, unified estate – a huge logistical and strategic accomplishment.

Beyond the numbers, the programme modernised probation workplaces, improved accessibility and created environments that better support rehabilitation and staff wellbeing. It was recognised as a finalist for Civil Service Programme of the Year in 2021 – an achievement that reflects not just delivery success, but the dedication of the people behind it. Leading the Probation Reform Programme wasn’t just about bricks and mortar, it was about rebuilding systems, trust and environments that truly support people’s potential.

That programme taught me that the best delivery is human-centred – when transformation aligns not only with operational goals, but with values of dignity, inclusion and purpose.

 

You may also be interested in:

• What is project team management and leadership?
• How to build your self-confidence as a project professional
• If you would like to hear more stories from women, sign up for our Women in Project Management 2026 conference