Providing senior level interim services to the housing sector across development, asset management and building safety

- Managing a portfolio of 40,000 homes and a team of over 70 colleagues.- £1bn 30-year business plan.- Strong focus on strategic asset management, asset optimisation and assessing properties for regeneration, refurbishment, retrofit, or disposal supported by robust communication strategy with the relevant stakeholders, especially local authorities.Restructured the Asset Management Team to respond to the rapidly changing external environment:- Recruited a Head of Strategic Asset Management.- Recruited a Head of Asset Management Delivery and recruited team based on deep understanding of the PAS2035 process and introduced a Customer Liaison Team to work with customers before, during and after retrofit and planned works.- Established a Net Zero team, working to strategically deliver retrofit works by archetype and geography.- Recruited a Building Safety Team, including a high calibre Head of Building Safety responding to the requirements of the Building Safety Bill ahead of the Act gaining Royal Assent. As a result, 400 of 550 blocks identified with building safety risk have been remediated or confirmed safe through PAS9980 FRAEW assessment with a fully costed and scheduled programme to deliver the works required to the remaining 150.- Transforming the portfolio options team, culminating in a programme of over £11m / 150 properties in 2023/24.- Established a dedicated Latent Defects Team, picking up building safety and construction defects including robust procedures for pursuing recovery of costs through building contracts, warranties, Defective Premises Act, or another viable avenue.- Delivered 204 homes in 2022/23 Social Housing Decarbonisation Fund Wave 1.- Increased engagement levels in the Asset Management team from below 70% on joining (Apr 2020) to over 90% following the most recent survey (Dec 2023).

• Managing a team of over 30 colleagues delivering over 1,000 new homes per annum.• Integrated the delivery mechanisms of the newly merged LiveWest, creating a new structure that ensured we were well placed to deliver our ambitious development targets. • Nurtured and promoted a culture of performance, continuous improvement, and delivery, with:o 812 new homes handed over in 2017/18o 904 in 2018/19o 1158 in 2019/20, on course to achieve the target of 1200, but curtailed due to covid • Introduced weekly cashflow and delivery forecasting reviews to improve the quality of data being presented to the business, adding value by providing certainty on delivery and providing accurate cash planning.• Leading the aftercare function, setting up regional teams addressing defects and aftercare matters for schemes within the defects liability period and pursuing contractors and developers for remedy whilst ensuring high levels of customer satisfaction.• Strategic involvement in open market and joint venture schemes, creating hybrid roles that led on project management of LiveWest's open market projects as well as managing a team delivering affordable homes.• Establishing, developing, and managing the portfolio options team, delivering a disposals programme of over £2m per annum and the associated policies, procedures, and appropriate governance arrangements.• Leading the acquisition of existing homes from other housing associations, setting up dedicated multi-department groups to oversee the acquisitions and delivering a comprehensive and successful consultation process with affected residents.• Led an asset regeneration review focussing specifically on older persons’ housing and property with low energy efficiency, with reviewed schemes earmarked for investment, redevelopment, or disposal.• Promoting a culture of safety at all times.

Responsible for the effective management and delivery of DCH's housing development programme, with over 600 new homes handed over in 2016/17; 700 in 2017/18 and 812 in 2018/19.Responsible for delivering DCH's disposals programme of circa 50 properties and £2m profit per annum.

The main focus of the role is delivery of Raglan’s HCA programme and the identification and negotiation of new affordable housing schemes. About ten percent of the schemes are in rural areas, with the bulk in market towns and larger settlements such as Southampton, Eastbourne and Bournemouth.During my 12 years at Raglan, over 1400 new affordable homes were delivered in the South Region on schemes as diverse as a refuge for women fleeing domestic violence and 92 apartments for rent, shared ownership and keyworkers in Southampton City Centre.

Project management and delivery of the Cotswold Housing Partnership's ambitious and ground breaking targets.

Delivering projects and supporting the efficient running of Knightstone's development programme - initially in Cheltenham and then latterly in Chippenham and Weston Super Mare.