From trainee plumber to Executive Director – an interview with Lisa Blamire

In this edition of the Ocean Edge Property People interviews, I interview Lisa Blamire who shares highlights into her career journey from trainee plumber to housing executive, and sought-after consultant. Lisa talks candidly about her leadership style, experience in  driving transformational change and how her passion for the sector is driven by first-hand experience of living in social housing.

• How did you first become involved in the property sector and what was your route to leadership and then consultancy?

I started my career as a 19-year-old trainee plumber! Back then breaking into a male-dominated trade wasn’t easy, so I pivoted and took a permanent role as a housing officer. I was raised in social housing and this spurred a passion to serve the local communities where I grew up.

After gaining experience in housing management, I transitioned into project roles, working on merger projects that eventually formed Affinity Sutton. I developed skills that gave me a strong foundation in property services, and when faced with redundancy, I embraced a new challenge as an M&E contract Manager. Since then, I’ve held diverse roles across property and compliance, which has shaped my approach to leadership.

After 20 years in the sector including at executive level and as a Non Executive Director, I set up my own consultancy company to broaden my experiences, share my expertise, and support organisations to navigate the sector’s many challenges. It’s been a journey of continual learning, adaptability, and making the most of every opportunity. If I had to sum up my career journey in 3 words I would say:

Relentless – I have worked my way up without the traditional path of college or university, driven by sheer determination and hard work, always pushing forward no matter the challenge.

Gritty: Working with resilience and strength, taking on significant responsibilities early on, often under tough circumstances, and proving my capability

Unconventional: As someone who carved out their own path in an industry not typically led by young females, I have forged a unique career, breaking the mould at work and home

• What was your experience of progressing into an executive role and what did you learn?

By the time I stepped into an executive role, I already had a solid grasp of the weight and impact of high-level decision-making, but I knew it wouldn’t be a case of simply making changes from the top; the challenges would be more complex, with greater stakes and scrutiny.

What I learned at the executive level is that while you might design solutions and set the strategic direction, the real work involves navigating larger-scale issues and a higher degree of accountability. It’s not just the residents or service users; it’s the well-being of the entire company’s staff that depends on your decisions. I thrived in this environment and developed an ability to make swift decisions while staying adaptable to new information. Operating at this level reinforced my understanding that leadership is as much about resilience and navigating complexities as it is about driving positive change.

• What leadership styles have you encountered and how has this influenced you?

I’ve encountered a wide range of leadership styles throughout my career – from inspiring and supportive to direct and results-focused and even reserved or closed off. I’ve also seen those who excelled as people managers but lacked the technical knowledge needed to navigate the complexities of the property sector. Each experience has been a learning opportunity which has shaped my leadership approach. I strive to be authentic, combining technical expertise with a hands-on, supportive and personable style. I focus on creating an environment where my team feels empowered to grow, share ideas, and take calculated risks—knowing I have their backs. In this way, I’ve taken the best elements from the leaders I’ve encountered and integrated them into my own style.

• Having led organisations through change, do you have any advice for others leading change/transformation programmes?

I’ve had the opportunity to lead change across different levels, from system integrations and mergers to organisational restructures, and while each situation is unique, they all share a common journey. Change is never easy but the key to success lies in getting people on board and helping them see the benefits, even when there’s reluctance or resistance.

My advice is to lead by example and set clear expectations from the start. Communicate openly and regularly, ensuring that everyone understands the ‘why’ behind the change and how it will ultimately benefit the organisation and them personally. Change often provokes uncertainty, so providing a sense of direction and stability is vital.

You won’t get everyone on your side immediately, and that’s okay. The goal is to create enough momentum and demonstrate progress to the end result, so even the most resistant will eventually see the value. Stay resilient, maintain a steady focus on the end goal, and be prepared to adjust your approach as you go. Transformation isn’t just about new systems or structures; it’s about leading people through a journey and showing that you’re committed to making it work.

• In terms of the current market, do you see any potential skills shortages?

The market is undoubtedly facing a skills shortage, particularly as the sector continues to professionalise. A significant challenge is the loss of technical skills in building and property, with many experienced professionals retiring. We’re not attracting enough new, trained talent to fill these gaps, which is a concern for the future, with an ever-growing reliance on third party contractors and consultants.

However, it’s not just about the technical skills. I’ve noticed a real lack of resilience and grit in some of the emerging workforce. This sector is demanding, and while technical expertise is valuable, it’s equally important to have people who bring the right attitude and mindset. We need individuals who are willing to learn, adapt, and face challenges head-on. The sector should focus on nurturing these qualities and building a pipeline of talent that balances technical skills with strong work ethic and resilience. By investing in people who embody these traits, we can help shape them into future industry leaders.

• When looking at interim opportunities what are you looking for from the company and how do you asses if it will be a good place to work?

As a consultant, I’ve had the unique opportunity to see how different organisations operate and how they value their people. When looking at interim opportunities, as I would a permanent role, I focus on the company’s culture and values because it’s crucial the organisation is the right fit for me, just as much as I am for them.

Although it can be difficult to get a full sense of an organisation from just one encounter with its senior leaders, I try to read between the lines during interviews and meetings, paying attention to what is not being said. I also do my homework—researching the company’s background, values, and reputation to gain a better understanding of its culture.

That said, you’re not always given the complete picture until you’re actually in the role. Sometimes, it’s about buckling in, getting your head down, and navigating the turbulence together. Fortunately, in my recent projects, I’ve been lucky to work alongside some truly committed and inspiring individuals who are dedicated to providing the best service for residents. It’s those shared values and the willingness to face challenges that make an interim opportunity worthwhile for me

• I love to find out about what motivates people and why people build a career in property, particularly in affordable housing. Are you able to put your finger on what gets you fired up, and motivated to deliver great results?

My motivation is rooted in my background. I grew up in social housing, and my family still lives in it. I know firsthand how vital these services are, not just for providing shelter but for building a foundation for people’s futures. That personal experience drives me to push for the best results in every project.

I’m not one to shy away from the tough challenges or constraints that come with affordable housing. It’s about maximising the resources and tools at our disposal to make a real impact. I thrive on finding practical, effective solutions—even when it means making tough decisions or navigating complex situations. What fires me up is knowing that through my work and supporting, leading others, we are contributing to creating safe, reliable homes for those who need them most. It’s not just a job; it’s a responsibility, and that’s what keeps me focused and motivated.

• Are there any podcasts or literature you would recommend to others looking to develop their career, gain leadership skills or inspiration?

I’d definitely recommend a couple of resources that have provided me with inspiration and practical advice to help manage the pressures of leadership:

Building a Second Brain by Tiago Forte. For someone like me who used to store everything in my head to the point of mental exhaustion, this book was a revelation. It provides practical strategies to offload, organise, and manage information more effectively, which is crucial when juggling multiple responsibilities.

The 7 Habits of Highly Effective People by Stephen R. Covey is particularly helpful for those who are conscientious and struggle with feeling guilty about letting others down. It offers insights on focusing on what you can control, prioritising the truly important tasks, and managing your time more effectively which have been invaluable in keeping me grounded and focused.

Ocean Edge Executive Search provides award-winning recruitment services to social housing, local authorities and the wider property sector. To find your next role, or to discuss your hiring needs please contact Philip Foster on philipfoster@oceanedge.biz or call 023 8000 1153.