The Friday Blog | Who Could Replace Nick Harris as National Highways CEO? A Look at the Potential Suitors

With Nick Harris confirming his departure from National Highways, attention has turned to who might take the helm of the organisation that oversees the UK’s strategic road network.

While the formal recruitment process will launch in the spring, a number of senior leaders in the highways and infrastructure sector are already being discussed as potential contenders.

Below we explore four names frequently mentioned in industry conversations: Duncan Smith, Peter Mumford, Lizi Stewart and James Haluch — assessing what they could bring to the role and where questions may remain.

Duncan Smith — Internal Continuity and Operational Know‑How

Duncan Smith currently serves as Executive Director for Operations at National Highways, leading on day‑to‑day network management, customer service, maintenance and delivery of the five‑year capital maintenance and renewals programmes. He has been with the organisation since 2017, progressing from regional leadership roles and acting in the operational director role before his permanent appointment.

Strengths:

• Deep organisational knowledge: Smith’s long tenure and intimate understanding of internal operations would allow for a smooth transition and continuity.

• Operational leadership: Running the core functions of the highways network gives him credibility on delivery and performance.

  
  

Weaknesses:

• Limited external profile: Compared with others on this list, Smith is less publicly well‑known outside National Highways, which could be a factor if ministers prioritise a leader with a stronger sector presence.

  
  

• Sector breadth: His experience is heavily operational — but the CEO role also demands strong stakeholder leadership and political navigation.

Peter Mumford — Delivery Experience with a Strategic Edge

Peter Mumford joined Costain in January 2026 as Managing Director of its Natural Resources division. Before that he spent five years at Highways England (now National Highways) leading delivery of the government’s £27 billion Road Investment Strategy and has more than two decades of experience across engineering, programme management and consultancy roles including Aecom, EC Harris and Turner & Townsend.

Strengths:

• Strategic delivery pedigree: His involvement in RIS2 and large‑scale infrastructure programmes positions him well for leading National Highways through RIS3 and beyond.

• Broad sector experience: With consultancy and contractor roles spanning roads, water, energy and defence, Mumford could bring fresh strategic perspectives to network planning and delivery.

  
  

Weaknesses:

• External appointment risk: As someone currently outside National Highways leadership, integrating into the civil service environment may pose challenges.

• Contractor background: While valuable, a heavy contractor profile may not address political priorities for regulatory and customer engagement.

  
  

Lizi Stewart — Industry Veteran with Broad Infrastructure Leadership

Lizi Stewart has a senior leadership background in transport infrastructure. Her role history, including senior positions at Atkins (where she oversaw rail, highways and local transport) and as CEO of Core Highways, demonstrates broad sector experience and operational leadership.

Strengths:

• Cross‑sector insight: Stewart’s experience spans design consulting, highways services and strategic transport delivery — valuable for an organisation balancing policy, network performance and innovation.

• Leadership and integration: Running a nationwide highways services business and integrating multiple specialist companies under Core Highways shows organisational and cultural leadership capabilities.

  
  

Weaknesses:

• Recent profile dynamics: Her most public roles beyond Core Highways date back several years, meaning she may have less immediate public mindshare than some competitors.

• Sector focus balance: While experienced, her primary experience has been in contractor and consultancy roles rather than directly within a civil service or quasi‑government operational entity.

James Haluch — The Outsider with a Safety and Operational Focus

James Haluch is a respected figure in the highways and surfacing sector and is currently associated with Breedon Group, where he has been recognised with an MBE for services to highway worker safety. His career includes senior roles at Amey and other highway services businesses, growing operations and embedding safety culture.

Strengths:

• Safety credentials: Haluch’s industry recognition, including national honours, signals a strong commitment to core sector priorities like workforce safety and frontline standards.

• Operational grounding: His extensive contracting and service delivery leadership could appeal to stakeholders prioritising efficient, on‑the‑ground performance.

  
  

Weaknesses:

• Outsider status: As a leader from the contracting side, Haluch would need to demonstrate skills in navigating civil service governance, national policy and political accountability — different from running a private‑sector business unit.

• Policy leadership: The CEO role demands deftness with governmental strategy and regulation, which may not be as deeply embedded in his background.

  
  

Analysis: What National Highways Needs in Its Next CEO

The post‑Harris era at National Highways will demand a leader who can balance operational delivery with strategic vision, integrate innovation and digital capability, and navigate government priorities around safety, decarbonisation and customer experience across the strategic road network.

• Internal continuity would favour someone like Duncan Smith, who knows the organisation inside out.

• Strategic delivery and broad sector thinking might point towards Peter Mumford or Lizi Stewart.

• Outsider perspective and safety emphasis could make James Haluch an intriguing, if unconventional, choice.

Ultimately, the Board and government will need to weigh sector leadership, political acuity, stakeholder confidence and breadth of vision — and it’s likely that the eventual choice will reflect priorities beyond pure highways delivery, including innovation, safety culture and public trust in the network’s future.