When former Oldham chief Charlie Parker was announced as the new chief executive of Westminster City Council, the news was greeted with some surprise in the sector.

No one could doubt his quality as a chief executive.  When he took over the top post at Oldham in 2008, the council was poised on the brink of intervention – a move that was only avoided by the arrival of a new chief executive and a new leader – and it is now it is seen as a top innovator.

But the shift from a rough and ready northern Labour met that is Oldham, to the Grand Dame of Tory Westminster City Council is a surprising move. 

While the reputation of the two councils couldn't be further apart, he says they share a lot of similarities – including the size and scale.  And, he admits: ‘Westminster may have a perception that we are a bit arrogant, but we can't afford to continue like that.'

Despite having areas of good practice, there are some areas that need to improve – and the authority needs to find a further £100m to meet its budget.

It is, he says, one of three dream jobs that he wanted – and the one that was available. With his background in regeneration, maintaining Westminster's place – and London's – as a ‘world class city' was just too tempting.

And although turning round Oldham was a feat, he suggests you can't repeat the same trick over and over again as a career.

Charlie started his career in central government 26 years ago – but left London 26 years ago. Starting in Thamesdown BC – a predecessor of Swindon Council, it wasn't long before his career took him North – to Manchester, heading up the inner cities programme under the now chief executive, Sir Howard Bernstein.

From Manchester, he went to a PPP in Liverpool regenerating Speke Garston, before joining the council as director of regeneration in the ‘dying days of Peter Bounds' administration'.

A brief stint saw him join the private sector, at Enterprise PLC, before the company was the subject of a hostile takeover and an MBO decided to return to its core blue collar business.

He joined English Partnerships as director of finance during the transfer to the Homes and Communities Agency, before finally joining Oldham in 2008.

At the time, Oldham was ‘the worst council in England' under CPA with children's services close to being in special measures, he says.

‘There were pockets of good stuff, but a real disconnect between the council and the place.'

The then-leader, Howard Sykes, set about making the political changes that were needed, while Charlie tackled the managerial competencies and introducing an outward-facing focus.