Nick Harris - What legacy does the departing CEO leave and how will his time be judged

Nick Harris, Chief Executive of National Highways, has confirmed he will step down after five years leading the organisation.

He will remain in post during a short transition period while the Board finalises interim leadership arrangements, with recruitment for a permanent successor due to begin in the spring, but how will his time at the helm be judged.

Upon Insight breaking news of his planned departure weeks ago, Harris initially issued a strong rebuttal, insisting he was happy in the role. He now says that the timing is right as the organisation prepares to enter the next five-year Road Investment Strategy (RIS3) period.

“Serving as Chief Executive of National Highways has been one of the greatest privileges of my career,” Harris said. “I am proud of what we have achieved – delivering safer, greener, more reliable roads, strengthening relationships with partners, and modernising the organisation for the future.”

Achievements

Supporters of Harris point to several notable successes during his tenure. Under his leadership, National Highways has invested heavily in improving road safety and reliability, strengthened partnerships with local authorities and stakeholders, and modernised operational processes, including digital systems to improve planning and traffic management.

A major milestone has been securing approval for the Lower Thames Crossing, one of the most ambitious infrastructure projects in the UK, seen by many as a demonstration of Harris’s ability to drive large-scale delivery. His tenure also oversaw progress in embedding environmental and safety strategies into road design and operations, reflecting a broader focus on sustainability.

Criticisms and Challenges

However, Harris’s time at National Highways was not without controversy. Critics highlight persistent congestion issues on parts of the strategic road network and argue that some high-profile projects experienced delays or cost overruns. There have also been public frustrations around communication with local communities affected by major roadworks, and some stakeholders have questioned the pace of delivering promised digital innovations.

He has also found himself the victim of corporate miscommunictions such as the farcical way tha tthe DfT retook control of the Lower Thamses crossing in November last year, indeed appearing on stage at Highways Uk to deny that this was to be the case only for the department to appoint their own person with strategic oversight a number of days later.

Harris also led the organisation through the disruptive period of the COVID-19 pandemic, which, while unavoidable, exposed weaknesses in traffic planning and emergency responsiveness. Some commentators suggest that more could have been done to pre-empt issues and improve resilience.

Mixed legacy

Gareth Rhys Williams, Chair of National Highways, praised Harris for guiding the organisation through “a period of significant change and achievement,” noting that the company is well placed to deliver the ambitious targets set out in RIS3 and the recently announced Safety Strategy.

Transport Secretary Heidi Alexander echoed this sentiment, stressing that the government will work closely with the Board to ensure a smooth transition.

Yet Harris leaves behind a mixed legacy. While National Highways has advanced in modernisation, safety, and strategic project delivery, critics argue that congestion, cost challenges, and public perception issues temper the picture of unqualified success. His tenure illustrates the complexities of managing a large, high-profile infrastructure body in an era of rising demand, tighter budgets, and greater scrutiny.

Harris will continue working with the Board and executive team during the transition period. A rapid process to appoint an interim chief executive will begin shortly, after which he will formally depart the organisation.