Guy Lambert Email & Phone Number

London, England, United Kingdom

Milton Keynes, England, United Kingdom

NHBC provides 70% to 80% of all new home warranties in the UK, as well as a range of services to housebuilders and developers to enhance construction quality. NHBC employs 1,100 people with a turnover of £170m and is a company limited by guarantee. As Head of Department, I report to the Commercial Director (one of three Executive Directors).NHBC had been making loses for three consecutive years and it therefore needed to have a far greater focus on commercial growth to become profitable again. I am responsible for defining a commercially driven marcomms strategy to revitalise NHBC’s brand and reputation and enable its delivery by building and leading a high performing team. • I am a key member of the Commercial Leadership Team tasked with ensuring the company delivers on its commercial targets. 2020/21 was the first time in four years that NHBC was profitable.• Defined an insight-led, commercially driven and measurable marketing and communications strategy that is building NHBC’s brand and reputation. • Leading and managing a team of 25 with a budget of £4.2m and have directed them through furlough, a team restructure and extended home working, whilst building an engaged, motivated and high performing team.• Championing the team to define our messages, drive measurable continuous improvements in the overall service proposition, whilst developing and embedding a digital first, test and learn approach. • Giving strategic direction to re-resource the digital transformation project of websites and microsites to ensure it was delivered to a focussed deadline with improved customer journeys. This has enabled digital first campaigns and events to be effectively realised.• Enabling the events team to deliver key multi-million pound events such as Pride in the Job virtually during the pandemic.• Working extensively with the Comms team and senior leaders to help protect and enhance NHBC’s reputation.

Waltham Cross

Prior to its acquisition by CBRE in late 2019 Telford Homes was an AIM listed London developer that was rapidly pivoting to build to rent to enhance capital returns, reduce debt and heighten output. My mission was to establish a communications function to enable the company to differentiate itself from it larger peers and other build to rent developers, to help generate new investment and to position them as a sector leader in ESG to open up new land opportunities. During my time at the Company, it grew from 10% to over 50% build to rent schemes and from generating revenue of £292m to £354m with employees increasing 50% to 330. As Head of Function, I reported to the CEO.• Leading the delivery of wide-ranging investor and corporate communications programmes that were shortlisted in the AIM Awards in both 2018 and 2019. My work was credited for helping gain City understanding of the transformational nature of build to rent and, ultimately, the previously unthinkable approach from CBRE. My extensive experience of managing the media, public relations and brand agencies helped to achieve this optimal result. • Being a key player in the multi-stakeholder international communications programme that successfully integrated Telford Homes into CBRE Group including a rebrand post acquisition.• Being responsible for producing ESG reports and communications that enabled Telford Homes to capture new land opportunities such as with British Land in Bromley by Bow and be ranked as the second most sustainable homebuilder in the UK by the 2019 NextGeneration housing benchmark report of the top 25 largest housebuilders, having risen from 17th in 2016.• Overseeing the delivery of B2B and B2C websites that helped create new home sales, attract new employees and informed investors.• Being responsible for brand purpose and values statements that resonated with internal and external stakeholders enabling the brand to achieve standout in the marketplace.

Brentwood

Countryside is an FTSE250 housebuilding and urban regeneration company. The late-2000s financial crisis affected housebuilders acutely and the company was recording losses and needed to refinance and attract new capital. In 2013, with revenue of £308m it was purchased by private equity who subsequently more than doubled the size of the company and its employees (to 1,000) with profits growing fivefold. They realised their investment by relisting it on the London Stock Exchange in 2016 with a market cap of £1bn. As Head of Function, I reported directly to the CEO.I was mandated with creating a communications strategy that attracted new investment and enabled the relisting, as well as enhancing awareness with other key stakeholder groups. This was achieved by differentiating the company from its larger peers through a focus on its Partnerships regeneration business which in working with housing associations had a different business model to typical speculative housebuilding. • Leading on the creation and management of a unified Countryside brand and positioning ‘Places People Love’ that simplified and strengthened communication with stakeholders and investors prior to the IPO.• Leading communications and marketing programmes for the launch of major new residential and mixed-use developments.• Being responsible for the creation of crisis communications policies and practices that ensured downside risk was minimised by ensuring serious incidents didn’t materialise into crises.• As a member of the HBF Marcomms Group, I initiated the relaunch of New Homes Week as a social media focused event. It continues to grow each year.• Devising and delivering an annual debate and award in memory of Countryside’s Chairman, Alan Cherry, for an audience of high-level stakeholders. Held in conjunction with a leading trade publication it engendered strong engagement and PR.• Leading diverse CSR, charitable and community activities to enhance engagement and reputation.