Hi, I’m Marjanul Islam. As I write this, I am currently in my second year on the Digital Fast Stream working as a Delivery Manager.
As part of the programme, I completed a six-month secondment outside government. In this blog, I reflect on the work, challenges, and lessons learned from my secondment in a commercial environment outside government, and how it boosted my confidence and skills.
The Fast Stream Secondment is an optional or scheme-dependent placement where participants form Fast Stream step out of central government, typically for 6 months to work in an external host organisation. Secondments expose civil servants to lean budgets, direct operational delivery, and different organisational cultures outside government. Fast Streamers tackle strategic, high-value projects for host organisations while bringing back commercial, non-profit, or media insights to policy making.
Why did you choose to do a secondment?My motivation for this secondment was to experience a different working environment.
My background before the Fast Stream included time in an MP's office, followed by a policy role at the Department for Business and Trade.
The secondment was invaluable, allowing me to gain experience outside the Civil Service and bring back important lessons, all without having to leave my career here permanently.
My secondment as a Product Manager was with the Commercial team which focused on generating reinvestment income. The Product team was new, so my role involved significant market research, identifying opportunities, and launching new products to test market viability.
What surprised you about the secondment?I expected my six-month at the placement to be largely observational, not anticipating mostly learning as an external joiner.
However, the role was surprisingly hands-on, significantly challenging and stretching me, and ultimately boosting my confidence.
What did your secondment involve?I was acting as the lead Product Manager for an external client’s product.
The product aimed to help organisations use their data to make better strategic decisions. At the start, the product faced several challenges. It had no active users, limited evidence as to whether it was solving a real problem, and unclear use cases.
The team had just seven weeks to strengthen its position. This meant defining the problem more clearly, identifying priority use cases, and suggesting AI-driven features that users would find useful, and help the product stand out.
For the first two weeks, I focused on building the foundations. I reviewed existing research, created a user research plan interview guide, and the team began recruiting participants for interviews.
The interviews had two main purposes: to understand the challenges organisations face when using their data to make strategic decisions, and to gather feedback on the product.
The aim was to complete five to seven interviews, but recruitment delays quickly became a concern.
I adjusted the plan and brought the secondary research forward so the team could make progress while recruitment continued. Although the secondary research had its limitations, it still gave everyone useful context and prevented the project from losing momentum.
Ultimately, the decision was correct; the interviews yielded the most valuable insights, and early planning and adaptation helped to maintain progress.
What were some valuable learnings or highlights?Conducting the interviews was a valuable learning experience. I improved how I asked questions and sought guidance after reviewing and reflecting on the first session. By week four, I had successfully interviewed six diverse stakeholders.
The analysis also reinforced the need to use AI carefully. Reviewing the recordings revealed minor errors in the AI-assisted analysis, reinforcing that while AI can support the process, unchecked use can introduce mistakes.
In the final weeks, I worked with the team to produce a detailed report, including strategic recommendations and a product roadmap. This was my first experience having real ownership of decisions that shaped a product’s direction. It was exciting but also challenging. The role pushed me outside my comfort zone and showed me that I can operate confidently at this level.
During the secondment, I also carried out competitor analysis for two products. I reviewed existing analysis, carried out new research, and spoke with colleagues in product, sales, and delivery to review findings.
I then shared the key insights with the team, to help support future decisions. I enjoyed this work because it combined structured research with close collaboration, and showed the value of clear, evidence-based competitor insight.
Would you recommend a secondment?Looking back, the digital fast stream secondment exceeded my expectations. I learned a great deal about product management, strategy, stakeholder engagement, and working in a commercial environment. This was my first real insight into working outside government
I would recommend a secondment especially for those with limited non-government experience. It offers a chance to develop a well-rounded skillset and try something new without leaving the Civil Service. Since secondments are only six months, be proactive and engage quickly to maximise the opportunity.
Find out more about the Digital and Cyber Fast Stream in this blog
seen at 18:32, 20 August in Government Digital and Data.