As a property developer that invests in and creates places for belonging, we’re all about reactivating spaces and allowing neighbourhoods to really thrive. The key to delivering on that mission is having the right people on board. At every level of our business, our people are committed to using care and creativity to build what matters now and for the future.
In this “Meet the team” series, we’re putting our people front and centre to understand the unique experience and expertise they bring to the Views team. This month, we’re kicking off the series with our Operations and Marketing Director, Tiffany Chevis.
What’s your role at Views?
I’m the Operations and Marketing Director, which is an interesting mix of responsibilities that keeps me on my feet week to week.
On the marketing side, I oversee the implementation of our marketing strategy. It’s so important that we tell the Views story authentically so we can capture what sets us apart in a busy industry. Before I joined, we already had a strong visual identity and brand, so my role has been about building on that and helping shape a broader narrative around who we are, what we stand for and where we’re going.
On the operations side, my role is much broader. I work across all the moving parts of the business, making sure everything is working as efficiently as possible. That can range from implementing new systems and improving workflows through to supporting communication between teams and helping structure the business for growth.
What was your work journey before Views?
Rather than a straight line, my career path has been a bit of a squiggly one.
My degree was actually in theatre studies, which, while it might seem like a far cry from operations and marketing, really helped me with storytelling and communication. These are both incredibly useful skills to have in my current role.
After university, I worked in publishing before moving into media and advertising within the arts and entertainment sector.
My first move into property came when I joined Sigma Capital Group, where I worked on the Simple Life Homes brand. That was a huge growth period for the business and I oversaw a lot of the customer-facing marketing, communication and community engagement activity.
It was here that I started to become interested in operations and process. I realised that marketing only really works when the operational side of the business supports it properly. You can communicate all the right messages externally, but if the customer experience behind the scenes isn’t aligned, the disconnect can do real damage to the brand.
After Sigma, I joined Genr8 Developments, where I became more involved in operational improvement work alongside marketing. Eventually I set up as a consultant and started working with Views. Very quickly, it became obvious there was an opportunity for me to support the business more broadly across both operations and marketing and I switched to work with the team full time as Operations and Marketing Director.
What skills do you think you need to be a good Operations and Marketing director?
Juggling multiple projects, departments and priorities is a fact of life when it comes to operations. You have to keep your fingers on every moving part of the business so organisational skills are a must-have. There’s always more happening than you can realistically tackle at once, so being able to identify what’s most important for the business at any given moment is critical.
Likewise, communication goes hand in hand with both operations and marketing. I spend a lot of time talking to different stakeholders across very different areas of the business, many of which aren’t areas I’m formally trained in. You need to be able to absorb information quickly, understand how people operate and reflect things back clearly.
This leads us onto adaptability. One minute I can be discussing systems implementation, then finance, then HR, then marketing strategy. I’ve had to get comfortable pivoting quickly between different conversations and different ways of thinking.
I’m also a big proponent of observation. Sometimes the most valuable thing you can do is sit back, watch how people and processes interact and identify where friction or opportunities exist.
What do you think sets Views apart?
For me, it’s the people and the culture of the business.
Shujaat and Shoaib are unlike anybody I’ve worked with in the property industry. They’re incredibly ambitious and hardworking, but also exceptionally humble and open-minded. They genuinely value expertise and have made a point of surrounding themselves with people they can learn from.
Across the business, you see a palpable passion for the work we’re doing and the mission we’re trying to deliver. This mentality has been a crucial part of growth and delivery across the business, while also laying a solid foundation for creating quality homes and good experiences for our customers.
As a business, we’re very open to non-traditional backgrounds and perspectives. I came into this role from a fairly unconventional direction, and Shujaat and Shoaib saw the value in that rather than viewing it as a barrier.
We have huge ambition, but without the cynicism that can sometimes creep into the industry. The energy and optimism of the team creates a really positive environment to work in each day.
How do you exhibit the Views behaviours each day?
Be disciplined
Discipline is incredibly important in my role because there’s always a lot happening at once.
If you’re busy, it’s all too easy to cut corners or rush things, but discipline is what keeps standards high.
Being disciplined with prioritisation is also a key quality. If you constantly get distracted by quick wins or smaller tasks, you end up with lots of unfinished projects. Day to day, week to week, I have to make sure the most important things get delivered properly and at the right time.
Growth mindset
Both operations and marketing are fundamentally about improvement, so a growth mindset is naturally built into the role.
I always relish an opportunity to improve a system, strategy or output. It’s the nature of the business really. We’re encouraged to embrace learning and to step out of our comfort zones. By doing this regularly, you naturally develop resilience, which is an important quality when challenges come from multiple directions at once.
On a personal level, I love to learn new skills, and in this role that’s a daily occurance – upskilling continually and having an attitude towards personal growth that supports professional ambition is rewarding for everyone.
Open minded
If you don’t operate with an open mind, you’ll never be able to expand your horizons beyond what you already know, so being open minded is intrinsically linked to having a growth mindset too.
I’m naturally very curious and I enjoy learning how different parts of the business function. Understanding construction, finance, systems or HR more deeply allows me to identify opportunities and support teams more effectively.
I think if you stop being open to learning, especially in an operations role, you very quickly become stuck.
Own it
I’ve got a lot of autonomy within the business, which means I also carry a lot of responsibility.
If I make a decision, I own it. If something goes wrong, it’s my responsibility to help fix it. I think accountability is a really important part of leadership because the team need to know that when they bring something to you, you’re genuinely taking ownership of helping move it forward.
Be respectful
Respect starts with recognising the human side of business.
Everybody brings different experiences, personalities and perspectives to the table, and people need to feel heard and valued, even when decisions ultimately go in a different direction.
You can disagree with somebody while still respecting their opinion and their contribution. People are much more willing to go on a journey with you if they understand the reasoning behind decisions and feel like their perspective has genuinely been considered, even if we go in a different direction. When people know the ‘why’, they’ll commit to the how.
What are your hobbies and passions outside of work?
Outside of work, I’m a trustee at Hope Mill Theatre in Manchester. Not only is it an amazing experience to be a part of such a positive community asset, but it’s also allowed me to maintain my deep interest in theatre and the arts. I support them across governance, organisational structure and the operational side of things. I’m also able to bring a bit of perspective from the development and regeneration world I’m currently submerged in.
I also spend a lot of time outdoors. I live in the Peak District, so I do a lot of hiking and trail running whenever I can, which is a joy straight from my front door.
Another big passion of mine is scuba diving. I absolutely love it and became slightly obsessed after first qualifying a few years ago. I don’t get to dive as often as I’d like, but whenever I get the opportunity, I’m straight back underwater somewhere warm.