EMS Insight Series

Our social mobility series explores how social infrastructure not only supports communities but also shapes the careers of the people who help manage it.

For many in the sector, a career in infrastructure isn’t part of a carefully planned path. It often develops through unexpected opportunities, curiosity and the people they meet along the way. For Emma Scott, EMS’ General Manager in Social Infrastructure Projects, her story reflects exactly that. What began as a search for direction after university evolved into a flourishing career managing essential assets that support thousands of people every day. 

From uncertainty to infrastructure

Emma’s career did not begin with a clear ambition to work in infrastructure. After completing a degree in Primary Education, she realised the classroom wasn’t the right path for her. Like many graduates, she entered the working world without a defined direction; building experience while she worked out what inspired her. 

Her first full time job – an administrative role in insurance – provided stability, but little sense of purpose. But when an opportunity arose to join an infrastructure management firm as an Executive Assistant, that quickly changed. She accepted with curiosity, unaware it would introduce her to the world of social infrastructure.

Within a few weeks, she was working in an on‑site office at a student accommodation redevelopment project, where more than 1,000 outdated rooms were being demolished to make way for modern, purpose-built living spaces. Planned over three phases, this meant that some buildings were already home to students, while the rest of the development remained an active construction zone. It was a complex environment that offered a front-row view of the pressures involved in delivering a major social infrastructure project.

It soon became clear that social infrastructure was far more multifaceted than she could have imagined. Delivering meaningful outcomes was not only about constructing new buildings; it depended on earning the trust of the people who would live with the results. Careful engagement with a wide and varied network of stakeholders, each with their own expectations and priorities, became just as critical as the technical delivery. Ensuring residents felt heard and that the wider community genuinely benefited carried equal weight to the quality of the finished construction. 

Her perspective broadened further when she was promoted to support senior leaders in the head office. Recognising that the position would deepen her understanding of the operational, financial and social considerations that shape large‑scale public infrastructure, Emma accepted the opportunity with relish.

Discovering the power of social infrastructure

Supporting senior leaders exposed her to a diverse portfolio of projects: healthcare facilities, student accommodation, transport infrastructure and energy assets all formed part of the landscape she helped to coordinate.

Through these hands-on experiences, Emma began to fully appreciate how social infrastructure underpins daily life as a critical fabric of society – hospitals that support patient care from cradle to grave, accommodation that houses thousands of students each year, and transport assets that keep cities moving, all rely on successful long-term partnerships between public and private organisations.

 “Supporting senior leadership showed me that social infrastructure is a constant exercise in judgement. Every decision carries long-term consequences, and you have to weigh financial discipline, operational reality and public expectation all at once. That balance is what makes the sector both challenging and fascinating.”

Just as important as the assets themselves were the relationships behind them. She quickly realised that successful PPP and PFI projects depend on trust, collaboration and communication. Investors, contractors, operators and public sector partners all bring different attributes – and competing priorities -, yet the success of any asset relies on their ability to work cohesively together over decades.

Taking the leap into operations through uncertainty

After five years working closely with project teams and asset managers, Emma was ready for the next step. The student accommodation projects she had supported from construction to operation was recruiting an Operations Manager. Encouraged by colleagues who recognised her potential she applied.

Her appointment could not have come at a more challenging moment. The world was in the midst of Covid-19, and the role quickly demanded decisions and priorities no handbook could have anticipated. Each day brought new uncertainties, reshaping plans and testing the resilience of the service model.

For those working within the complex landscape of PPP, the challenges were pronounced. Contracts designed for stability were suddenly being tested by unprecedented volatility, and balancing long-term obligations with immediate human impact became part of daily operations.

Stepping into an operations role at such a moment required resilience, decisiveness, and empathy. It meant working within the contractual frameworks of PPP while still finding practical ways to support partners and service teams under pressure, and to protect the lived experience of students who relied on the buildings as their homes. In many ways, the role became as much about protecting the continuity of daily life for students as it was about managing assets and contracts.

From crisis management to building future resilience

Emma was undoubtedly thrown in at the deep end and was forced to swim. She had to learn a vast amount in a short space of time, but one element of the role stood out: strong relationships sit at the very heart of each and every PPP and PFI project, particularly within social infrastructure. Each unexpected challenge became an opportunity to strengthen trust, align priorities and reconnect to the purpose behind the partnership model.  The experience brought parties closer together, united by a determination to keep the project steady through uncertainty.

In practice, this meant gathering around the table – sometimes literally, sometimes virtually – to unpick issues, explore options and agree a way forward that balanced contractual obligations with the day-to-day realities of students. At the core, everyone was working towards the same outcome: a fully occupied thriving campus with student welfare and experience at its heart.

As the immediate pressures of Covid and the economic disruption began to ease, it became clear that the world emerging on the other side was not the same one the project had been designed for. Longer-term patterns in student behaviour, expectations and financial realities had shifted, leaving a lasting imprint on the accommodation scheme. 

With decades still remaining on the contract, partners faced a new challenge: ensuring the project continued to deliver value in a changed landscape. It required stepping back to reassess assumptions, test new ideas and consider how the asset should evolve in the long term. The focus shifted from crisis management to building future resilience, and the collaborative spirit that had carried the project through its toughest moments helped shape its next phase. 

A new chapter at Equitix Management Services

When the time came to take the next step in her career with four years of operational experience under the belt, Emma joined Equitix Management Services.

Building on her experience in student accommodation, she wanted to broaden her exposure to social infrastructure across different sectors. The company offered not only the opportunity to learn from projects in education and beyond, but also a people‑centred culture that genuinely aligned with her values. She was drawn to their commitment to people, genuine partnership and curiosity – a place where she could grow into new sectors while also sharing the knowledge and experience, she had already built.

Having recently completed her first year at EMS, she reflects on the progress she has made. Alongside continuing her work in student accommodation, she has developed a deeper understanding of the PFI schools within the EMS portfolio – how these assets are delivered, governed and maintained over their lifecycle, to ensure they remain dependable environments that enable high‑quality education to flourish.

 “When a school building works properly, no one notices – and that’s exactly the point. Reliable infrastructure means head teachers can focus on delivering outstanding education, not worrying about whether the heating will fail or the site will need to close. When buildings are dependable, communities thrive.”

This broader remit has reinforced the value of well-managed social infrastructure in supporting communities and essential public services. When buildings perform as they should, they create the stability that enables teachers to teach, students to learn and users to rely on services day after day. 

Connecting people, buildings and outcomes

It is a demanding role that requires technical understanding, healthy working relationships and the ability to navigate complex stakeholder environments. Today, Emma works closely with service providers, public sector partners and investors to keep assets performing well while delivering positive outcomes for the people who use them.

Her focus extends beyond day-to-day performance, to the governance and transparency that underpin well-managed infrastructure. Strong communication, accurate reporting and clear oversight help maintain reliability, identify risks early and keep services responsive to community needs.

The people behind the infrastructure

When reflecting on her journey, Emma points to one factor above all others: the people around her.

“At its heart, this sector is about people and enabling buildings to perform at their best to deliver lasting value. Making the right decisions, working in true partnership and building trust over the long term is what makes the role so rewarding for me.”

Colleagues, mentors and project partners have all shaped her career through their willingness to share knowledge, offer support and encourage new opportunities. That generosity has made the sector both challenging and deeply rewarding.

It is a reminder that social infrastructure is not only about buildings, contracts or financial models. At its heart, it is about people and the environments that enable them to learn, live and work.

A career built through opportunity

Emma’s career has evolved through curiosity, opportunity, and the willingness to step into unfamiliar territory. 

For Emma, an unexpected opportunity introduced her to a sector that now defines her professional life. Along the way, she has grown alongside the assets she helps manage – building expertise, confidence and a clear sense of purpose.

Her journey also reflects the wider legacy of social infrastructure. These projects do more than deliver essential services; they strengthen communities, build partnerships and create pathways for people to develop.

And sometimes, they shape the careers of the people who help bring them to life.

What’s next in the series

This article is the second of four stories exploring social mobility within EMS. Over the coming months, we’ll share two more journeys that reflect the diversity of backgrounds and experiences across EMS:

• Part III: A general manager whose rural upbringing within the community has informed her leadership and empathy
• Part IV: Our Head of HR developed a strong commitment to pastoral care early in her career, which has played a key role in building a coherent, values-driven team