It has been a long wait, but after six months of playing the makeshift
bridesmaid, Paul Gray has finally received the support of the Treasury and the
prime minister’s office to formally step into the chairmanship of HM Revenue
Gray is a popular figure: advisers like his open manner and willingness to
solve problems, while civil servants see him as a one of their own and a stable
His widespread popularity, however, is no guarantee of success in a
department that has already seen one chairman fall on his sword. The people
singing Gray’s praises now, could be the same ones twisting the knife in a few
months time if things don’t go according to plan.
Gray was appointed as acting HMRC chairman in September last year, when then
incumbent Sir David Varney quit a year earlier than expected. He was, according
to many Whitehall sources, not a popular chairman.
A private sector man, Sir David was disliked for his brittleness in
parliamentary committees and, at HMRC, for the private sector structures he
attempted to impose in Whitehall.
Sir David is believed not to have got on with paymaster-general Dawn
Primarolo, and privately civil servants still mock the off-the-peg ‘McKinsey
Matrix’ he brought in an attempt to define roles at HMRC.
The Varney regime has also been criticised for compromising good customer
relations at the altar of the tough, no-nonsense approach advisers have
What’s going to happen?
This is the legacy Gray inherits an organisation still trying to make sense of
the 2005 merger and bitter over its previous chairman.
On top of that, it is not clear whether Gray is popular with Primarolo, with
rumours circulating about a falling-out dating back to incidents when he was at
the Department of Works & Pensions.
Then there are rumours that a restructuring of the Treasury and the Home
Office, as well as the imminent appointment of a successor to Gordon Brown,
could all add additional pressure to Gray’s position.
Gray has been hailed as the symbol of consistency, the leader with a steady
hand who will stabilise the department after two years of gut-wrenching change.
In an organisation rife with internal politicking and uncertainty, it will be a
heavy burden to bear.
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