affordable housing industry

Tag: affordable housing industry

Compliance in For-Profit Registered Providers: Why It Has Never Mattered More
February 16, 2026 5:36 pm
The regulatory and operating environment for Registered Providers (RPs) has shifted materially over the past few years. For for-profit RPs in particular, compliance is no longer a back-office function — it is central to governance, reputation, funding, and long-term viability. As the sector adjusts to heightened scrutiny and evolving expectations, the role of compliance leadership has become both more complex and more strategically important.

A More Assertive Regulator

The Social Housing (Regulation) Act 2023 and the enhanced powers of the Regulator of Social Housing have fundamentally altered the compliance landscape. Proactive consumer regulation, regular inspections, and sharper enforcement tools mean RPs must be inspection-ready at all times.

The Act, which received Royal Assent in July 2023 with most provisions coming into force from 1 April 2024, removes the previous ‘serious detriment’ test that restricted the Regulator’s ability to intervene. This enables the Regulator to act before tenants are at risk, rather than only after harm has occurred.

For for-profit providers — often newer entrants to the sector — demonstrating regulatory maturity is critical. The Act has also expanded the Regulator’s powers specifically to cover for-profit RPs in areas such as arrangements, restructures, and constitutional changes. Governance structures, risk controls, and assurance frameworks must withstand scrutiny not only from the Regulator, but also from investors and lenders.

The Regulator can now issue unlimited fines (previously capped at £5,000), require performance improvement plans, enter premises with just 48 hours’ notice, and appoint managers to failing organisations. Compliance is no longer about reacting to issues — it is about continuous oversight, assurance, and cultural accountability.

Building Safety and Asset Compliance

The legacy of Grenfell continues to shape expectations around building safety. Fire safety, gas servicing, electrical testing, water hygiene, and lift compliance remain core operational risks.

For RPs with growing portfolios — particularly those scaling quickly through acquisition or development — ensuring accurate data, robust contractor oversight, and real-time compliance reporting is a significant challenge. The new Safety and Quality Standard requires landlords to maintain an accurate, up-to-date record of the condition of their homes at an individual property level, based on physical assessments.

Weak data equals weak assurance. Boards increasingly expect clear visibility of compliance performance, exception reporting, and remedial action plans. A strong compliance function translates operational complexity into board-level confidence.

Consumer Standards and Tenant Experience

The renewed focus on consumer regulation means tenant safety, service quality, and complaint handling are now squarely in scope for regulatory inspection. The Regulator’s new inspection programme, which began in April 2024, covers all large social landlords (those with over 1,000 homes) over a four-year cycle.

For-profit RPs must balance commercial objectives with demonstrable social responsibility. That includes:

– Effective complaints management and learning loops

– Transparent performance reporting through Tenant Satisfaction Measures

– Meaningful tenant engagement

– Evidence of culture aligned to consumer standards

– Appointment of a qualified health and safety lead

Compliance leadership plays a central role in embedding these standards operationally, not just documenting them.

Governance, Assurance and Investor Confidence

For-profit RPs often operate within more complex corporate structures, with private capital, joint ventures, or group arrangements. This increases the importance of:

– Clear accountability lines

– Robust internal audit and assurance frameworks

– Risk registers that reflect real operational exposure

– Strong three lines of defence

– Notification requirements for changes in control or subsidiary status

Investors are increasingly focused on ESG credentials, regulatory grading, and operational resilience. The Regulator now publishes consumer standards gradings (C1 to C4) alongside governance (G1 to G4) and viability (V1 to V4) ratings, creating greater transparency around performance. A well-structured compliance function underpins all three.

The Regulator has also indicated it will conduct regular reviews of its understanding and ability to scrutinise new financing models in the for-profit sector, recognising the complexity and importance of this segment.

Growth, Development and Scaling Risk

Many for-profit RPs are in growth mode — acquiring stock, entering new geographies, or delivering new development pipelines. Growth amplifies risk. Systems, people, and controls must scale alongside the portfolio.

Without this, organisations risk data gaps, compliance failures, or governance downgrades. Strategic compliance leadership ensures that expansion does not outpace control.

The Strategic Importance of Compliance Leadership

The modern Compliance Officer in a for-profit RP is not simply monitoring certificates and policies. They are:

– Advising boards on regulatory risk

– Interpreting evolving standards

– Embedding assurance frameworks

– Overseeing data integrity

– Driving a culture of accountability

– Preparing organisations for inspection readiness

In short, they protect both tenants and the organisation.

As the sector continues to evolve, compliance is no longer a technical specialism operating in isolation. It is a strategic discipline that sits at the heart of governance, reputation, and sustainability.

The organisations that recognise this — and invest accordingly — will be the ones best positioned to thrive in a more demanding regulatory environment.
Should your next move be a Non Executive Director role?
January 26, 2026 10:16 am
Should your next move be a Non Executive Director?

Why Becoming a Non-Executive Director in Housing, Property & Regeneration Can Level Up Your Career (and Your Impact)

Affordable housing and regeneration is where big, messy, high-stakes decisions live: resident safety, service standards, financial resilience, development risk, and public trust. If you’re looking for a way to broaden your influence and do work that actually matters outside your day job, becoming a Non-Executive Director (NED) is one of the sharpest moves you can make.

And no, you don’t have to be a “full-time NED.” Most people aren’t. Many NEDs hold a board role alongside a permanent leadership role (CEO, FD, Director), or alongside interim assignments and consulting. It’s often part of a portfolio, not a replacement for your career.

What a NED is (in plain English)

A NED is an independent board member who helps steer the organisation by providing:
- Strategic oversight (are we aiming at the right things?)
- Constructive challenge (are we kidding ourselves anywhere?)
- Governance and accountability (are we safe, compliant, ethical, well-run?)
- Support to exec leadership (especially the CEO and senior team)
You’re not there to run operations. You’re there to improve the quality of decisions and reduce the odds of preventable disasters.

The career benefits (the stuff that follows you back into your day job)

1) You build strategy muscle fast Board work forces you to think long-term: risk appetite, investment priorities, development strategy, asset management, resident experience, and organisational resilience. It’s a different kind of leadership than “delivery.”

2) You become better at influence, not authority In the boardroom, you can’t rely on hierarchy. You learn how to ask sharper questions, challenge without antagonising, and steer outcomes without owning the execution. That skill translates directly into stronger executive leadership.

3) You widen your perspective beyond one organisation Housing, property and regeneration are shaped by regulation, funding, planning, contracting capacity, supply chains, community dynamics, and politics. Seeing how different organisations manage these pressures makes you smarter and more adaptable.

4) Your credibility deepens Being trusted with governance responsibilities signals judgement, integrity, and composure under pressure. In a sector where reputation and compliance matter, that credibility is powerful.

5) You expand your network in the rooms where decisions are made Boards connect you to senior leaders, local authority partners, investors, advisors, and sector bodies. These aren’t “nice to meet you” connections. They’re high-trust relationships built around accountability and outcomes.

The impact benefits (why this sector needs good NEDs)

This isn’t abstract “giving back.” Board decisions affect:
- resident safety and building compliance
- service quality and complaints culture
- investment in existing homes (repairs, retrofit, decarbonisation)
- whether developments are viable and deliverable
- how organisations respond when things go wrong
Strong governance makes organisations more resilient. And in housing and regeneration, resilience is not a “nice to have.”

Who boards want (and it’s not just ex-CEOs)

Registered Providers (including not-for-profit and for-profit), property companies, and regeneration organisations often look for specific expertise such as:
- finance, audit, treasury, risk
- development, construction, planning, asset management
- building safety, compliance, consumer standards
- digital, data, transformation
- HR, culture, organisational development
- customer/resident experience and service improvement
- legal, governance, regulation
They also value lived experience, community connection, and people who can keep the organisation honest about how decisions land on residents.

Time commitment: realistic, but manageable

Many NED roles sit alongside full-time work. Typical commitments include board meetings, committee work, reading time, and occasional workshops or site visits. The key is being honest about capacity and treating it like real responsibility, not a branding exercise.

Bottom line

A NED role in affordable housing, property or regeneration can make you a better leader, broaden your options (permanent or interim), and let you contribute to something tangible: safer homes, stronger places, better-run organisations.

We appoint to Executive and Non-Executive roles across the affordable housing and wider property sector. Please get in touch if you would like to discuss becoming an NED, or if you are looking to strengthen your Board.
Don’t be afraid of change – an interview with Carolyn Munns
May 22, 2025 10:12 am
In the latest of our Property Leadership interviews, Philip Foster from Ocean Edge Executive Search speaks to Carolyn about her career journey to Lampton Services – a company wholly owned by The London Borough of Hounslow.

Carolyn, I’d like to kick off by asking how you first became involved in housing.

I started my career in housing almost 16 years ago, and like many others in housing I kind of fell into it. I was working as a sustainability consultant before I got a job as a climate change officer with Sentinel Housing, and then I progressed within the organisation over many years.

I started in the assets and property team and my role involved supporting the organisation to understand how to operate more sustainably and reduce its carbon footprint. I helped to embed sustainability into policies and procedures, and when planning larger scale developments programmes. It was a really good grounding in housing and ultimately led me in the direction of asset management and data.

Over the years Sentinel merged with other housing organisations and grew in size, and eventually became Vivid Homes with a sizeable stock of around 38,000 homes. It was great for me to go through that journey and to see the significant culture shifts over time.

And then after a long period of service at Vivid you moved to Lampton recently into a Director post.

Yes, I had been with Vivid for a significant period of time and had continuously progressed. There certainly wasn’t a time where I became complacent or lacked ambition, but I got to a point where I really wanted to do something different and work in a different environment. I feel incredibly grateful for my time at Vivid and looking back now I can see how disciplined the environment was around finance and compliance. And that set me up really well to get me to where I am now and the job ahead of me at Lampton.

Lampton is a wholly owned subsidiary of Hounslow Council so it’s an entirely different set up from Vivid. It’s a political environment with elected officials at the top. What interested me in the role here is that I could see that Lampton has a journey to go on. We’ve got some great people here with amazing potential, but the organisation hasn’t really been shouting about its success. I can see all the great things that teams are doing and I want to change that narrative and the relationship with the Council. There’s a lot of work to do but it’s exciting and I can really see the change that I can make.

So will you be bringing some of the systems and processes from your housing association experience across to Lampton?

RPs are focused on housing that is their business, whereas the Council’s scope is much broader, encompassing social services and much more. So for Lampton as a wholly owned organisation to focus on housing in the same way that social landlords are, is far more difficult. But I am looking forward to bringing my experience and everything I have learnt in housing to my new role at Lampton. In terms of introducing ways of working that genuinely put the customer at the heart of the conversation and looking at how to improve performance. I’m grateful for everything I learnt at Vivid and will use this opportunity to apply this knowledge in a new environment.

You were very settled in your previous job and doing well but decided to embark on a new challenge and step out of your comfort zone.

Yes I was very happy and performing well, but the only story I had to tell was Vivid and my journey there. I knew I had to grow and flourish if I wanted to achieve my longer term aspirations to reach Executive and Director level. I had some really honest conversations with colleagues and the COO and everyone said they didn’t want me to go but understood why I felt the need to grow and develop my career. It was a tough decision to leave, but I felt overwhelmingly supported by colleagues. The opportunity with Lampton was appealing because it wasn’t just me stepping out of one RP into another. I wanted a different environment where I could learn a new set of skills.

I think that I was able to leave Vivid with my head held high because I’m really proud of the work I did there and I’ve left an amazing group of colleagues that I’m very respectful of, that I still speak to today, but I have no doubts that I made the right decision.

How did you use the interview process to ensure you and Lampton were a good match?

I think we sometimes forget that interviews are a two way process. Obviously it’s very important you focus on selling yourself. But I think it’s also crucial to dig deep, ask probing questions about any organisational issues or problems and settle any doubts, in order to ensure it is the right move and the right organisation for you. Unpick what you need to know, write questions down to take with you and don’t be afraid to ask about things like bad press or the current political environment. It shows you are genuinely interested and have spent time trying to understand them as an organisation.

I must say the recruitment process with Lampton was very thorough and by the point of me accepting the job I was 100% sure of my decision.

So now you’re in post how is the role going and what are you looking to achieve next?

I’ve been in post since the beginning of March and now I am looking to develop my team. I am recruiting two permanent Heads of Service under me to drive the organisation forward. So we are currently looking for a Head of Compliance & Planned Works which is a new role, and also a Head of Repairs & Voids. The current environment in housing means it’s really important that we’ve got a level of competence and understanding not only of the legality around compliance, but also the data side of it and how to manage it and that is the journey we need to go on here at Lampton.
For the Head of Repairs role I want to bring in someone who is excited about developing repairs and can take the organisation on a journey where we go from high performing to excellence.

We are definitely embarking on a journey. I know like many other organisations Lampton has gone through a lot of difficult change over the past few years and it hasn’t had the smoothest of journeys. The world of housing has become far more challenging and legislative changes have meant that we’ve got to be agile which means being able to change rapidly and smoothly.

My role is about helping Lampton adapt and I believe that if your workforce understand this need and why they need to change, they’re already part way there. I think all too often we haven’t spent enough time explaining why change is really important. We need to be an agile workforce so we can respond to the changing environment.

I am interested in finding out what you consider to be the major accomplishment in your career so far?

If I’m honest I’d have to say the things that have brought me the most joy and genuine excitement is when I’ve seen people that I’ve coached achieve something. That sense that you are getting the best out of people, that you have motivated them and helped them achieve their goals which means they are happy and content and motivated at work. I think is the most fantastic feeling ever.

I believe it’s really important to cultivate and grow your teams because actually you get the best out of them and they want to be there. But you also have to accept that there’s nothing wrong with developing someone to such a level that they can no longer thrive with you, that they’ve got to move on and be a bright star somewhere else.

What do you see as the most significant challenges affecting the sector?

There are many, but if I focus on property specifically because it’s my area of expertise, then I think we’ve got a problem in social housing that is multifaceted.

We’ve got an ageing housing stock that’s getting more expensive and difficult to maintain, and we’ve got customers that are aware of the service they should be getting and we’re asking them how we’re performing. And then you add into that, all the new regulations. I think working in property and being successful requires a level of understanding around data and technology that just wasn’t there ten years ago.

I think it’s fair to say there are many current challenges and as a sector we’ve got some way to go, especially in terms of customer focus.

If we really put the customer at the centre then often other challenges fall into place. Eg, as a sector we spend a lot of time and effort trying to gain access to do gas servicing. But if we took the time to understand the customer base better, we would see that for many people the issue isn’t denying us access because they don’t want to let us in. It’s because of other reasons, eg they may have young families and are time poor and so would appreciate an evening appointment, or maybe they struggle to read, so a phone call would be better than a letter. It’s just one example of how better understanding our customers can help us improve, build trust and ultimately improve.

What advice would you give to somebody looking to climbing the career ladder in the housing world?

Some people work their way up the ladder by moving jobs every two to three years, but I took a different path by staying with the same organisation for a long time. I was happy and progressing but when I felt ready for a new challenge I sought advice from people whose opinion I trusted. I think it’s important to feel ready and excited about making a change. Do it when you’re feeling confident rather than waiting for a time when you no longer enjoy your job and feel miserable, as those feelings will come across in the interview and certainly won’t make you look appealing.

When I left Vivid people told me I was incredibly brave to leave after such a long time but for me it felt natural and the right time for me to move on. And now I’ve been at Lampton a few months I feel incredibly settled and am really enjoying it.

Just a final quick question, I’m always interested to ask my interviewees to recommend any books, podcasts or training that have helped in their career or personal development.

It’s not very work related but I really like to listen to a podcast called A Cautionary Tale which recounts stories from history and shows how we as a world tend to repeat errors of the past. It’s really interesting and I have used some of the examples to paint a picture when I have spoken at conferences or seminars.

Listen to the full interview on our Property Leadership podcast.

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.
New Government Policy, Challenges Ahead & Career Inspiration
July 15, 2024 1:24 pm

Meet Toyin Falade

In the latest of our Property Leadership interviews, Phil Foster from Ocean Edge Executive Search talks Toyin Falade, an experienced property marketing and sales executive who has worked at executive level within the affordable housing sector for One Housing. Toyin moved into the housing association sector having built a successful career within the private sector working for developers and property agents.

Can you tell me a little about how you became involved in the affordable housing sector and how you progressed into a senior level role.

Sure! After completing my MSc in Housing Futures at UCL, I unexpectedly found myself in the affordable housing sector. Needing a job to pay off student loans, I took a temporary sales consultant role at Southern Housing Group. Growing up as a first-generation Nigerian on a South London estate, this role resonated deeply with me and fuelled my commitment to meet commercial targets and support community development.

Over the past two decades, I’ve worked in sales and marketing within the property sector. I started as an administrator at Greenwich Millennium Village and gradually took on roles that involved driving initiatives and developing strategies that blend profitability with social impact. At One Housing, I led innovative projects, such as the LGBTQ+ housing partnership with Tonic Housing, and delivered significant sales revenue to support the business’s charitable aims.

My roles have included strategic oversight, fostering customer satisfaction, and ensuring robust sales growth. Most recently, as a Non-Executive Director for BexleyCo Homes, I provided strategic guidance and risk management. My background in law and housing futures, combined with a commitment to social impact, has equipped me to navigate the heavily regulated landscape in which housing providers operate.

In light of your experience how do you feel about the recent announcements made by Rachel Reeves and the setting of new build targets?

The goal to deliver 1.5 million homes in five years is ambitious and shows a renewed optimism. However, the approach seems overly simplistic. Issues like nimbyism and regulatory red tape will pose significant challenges, especially since Labour’s targets require development on some currently designated green belt land. Meeting these targets amid competing priorities like immigration, NHS waiting lists, and economic recovery post-Brexit and COVID-19 will be tough. While planning reform is crucial, it won’t solve all the issues in Britain’s building sector. The housing market downturn, rising material costs, and skill shortages, particularly in construction and energy infrastructure, are significant hurdles. Having seen many initiatives launched by different governments, I remain optimistic. Seeing the Treasury’s serious engagement with planning reform is encouraging. Given the scale of the challenge, it’s a solid start. Let’s watch this space – exciting times are ahead!

Do you think the targets set are realistic and will have an impact on the affordability of rented, shared ownership and first-time buyers?

I think the targets set are both ambitious and necessary, but I do have some concerns about how realistic they are given the current challenges. With the housing market downturn, rising material costs, and a shortage of skilled workers, meeting these goals will be tough. Affordability issues are already a big problem because of the lack of housing supply, high inflation, and interest rates. To really make a difference for renters, shared ownership seekers, and first-time buyers, the new government will need to do more than just set targets. They’ll need to boost the supply of affordable housing and also offer some financial support, like grants

and mortgage assistance. Reducing stamp duty could also help, along with investing in infrastructure and promoting financial education. If the new government works closely with industry experts and stays committed to these goals, I’m hopeful they can improve affordability for many people looking to own or rent a home.

What advice would you offer to any RPs or local authorities looking to start or ramp up their new build development programmes specifically in relation to your area of expertise in relation to sales etc? Are there any pitfalls to be avoided?

For Registered Housing Providers and local authorities starting or expanding new build development programmes, they should lean on sales and marketing teams and expertise to focus on comprehensive market research to fully understand local housing demand. We aspire to build homes people want and with so much competition out there developers need to stand out and really engage with prospective customers by showing off the unique selling points of their homes but also the benefits to the customer in choosing them! Developing a robust and stand out marketing strategies that use digital and traditional advertising is a basic standard that now requires greater creativity and insights or collaboration with other sectors. Sectors that overlap with housing and lifestyle, brands that excite consumers.

Caution! New business teams that do not have the sales and marketing teams at the heart of their negotiations or who are not fully aligned with operations teams are bound to face upheaval. Also ignoring market signals, neglecting after-sales support and underestimating costs especially service charges is a reputational risk for businesses. Regular market research, horizon scanning, collaborative and transparent communication between teams and excellent after-sales support, will ensure the quality homes come to the market that excite customers for the long run.

It has been a tough time for people working in property and specifically sales and marketing. What advice would you offer to anybody working in the sector now and looking to progress their career?

It’s been a rough few years for everyone in property, especially in sales and marketing. With everything from COVID-19 to Brexit and political instability shaking things up, it’s no surprise things have been tough. Here’s some advice if you’re looking to move forward in your career:
- Keep Learning: Personally, I’ve found value in things like my MSc and Leadership 2025 programme. The key is to stay curious and keep learning. Whether it’s through courses, talks, or advanced qualifications, expanding your knowledge can help you adapt to new challenges.
- Stay Informed: Make sure you’re up to date with the latest market trends and systems. The industry is always evolving, and being in the know helps you stay ahead. Covid has changed the design of homes and how we market and sell – it’s good to be at the forefront of such change.
- Network: Building strong connections is crucial. Attend industry events, engage with peers and partners—networking can lead to new opportunities and valuable insights.
- Specialise: Depending on where you’re at in your career, focusing on a niche area can be a game-changer. Specialising in something like AI for property sales, sustainability, or CRM tools can make you stand out.
- Seek Mentorship: Having mentors to guide you through the ups and downs is incredibly valuable. I regularly check in with mine for advice and perspective, and it’s made a big difference for me.
- Stay Resilient and Purpose-Driven: Finally, resilience and a positive attitude go a long way. Make sure your work aligns with your personal values—when you’re passionate about what you do, it helps you push through tough times.
Looking back at your own career, what piece of advice would have been most valuable to you?

Looking back on my career, the best piece of advice I could give would be to embrace continuous learning and adaptability. The property sector is constantly evolving, so staying updated on market trends, tech advancements, and industry best practices is key. Building a solid professional network early on would also have been incredibly valuable. Strong relationships and mentorships can open doors and offer crucial guidance along the way. And don’t overlook the importance of physical and mental well-being. Personally, I find activities like swimming, sound baths, travelling, visiting exhibitions, yoga and walking, to be essential. Family time is also a big part of my life—I cherish the moments spent with them, whether we’re joking around or enjoying some delicious jollof rice. Maintaining a balance between professional growth and personal well-being is vital. It helps you stay resilient and positive, which is crucial for navigating the ups and downs of the industry and for long-term success and growth.

Can you recommend any literature, podcasts or information in relation to leadership, career development or inspiration that others might find useful.

Books:

Motivational and inspiring books
- Originals: How Non-conformists Change the World by Adam Grant – examines how people can drive creative, moral, and organisational progress―and how leaders can encourage originality in their organisations.
- Dare to Lead by Brené Brown – Focuses on leadership and the power of vulnerability and what it means to dare greatly.
- Atomic Habits by James Clear – Discusses the importance of habits in personal and professional development.
Podcast

These are my favourite podcasts for motivation and good health:
- “The Tony Robbins Podcast” – Offers advice on business, personal development, and leadership from Tony Robbins and other experts.
- Feel Better, Live More Dr Ranjan Chatergee 360° approach to health by focussing on 4 pillars of health: Food, Movement, Sleep and Relaxation.
YouTube

My favourite Ted Talk of all time by Scott Dinsmore, how to find and do work you love:

https://www.youtube.com/watch?v=jpe-LKn-4gM&pp=ygUedGVkIHRhbGsgbGl2aW5nIHlvdXIgYmVzdCBsaWZl

These are my favourite YouTube channels to keep abreast of market sentiment, investing and property market news:

http://www.youtube.com/@economicshelp

http://www.youtube.com/@ranjanbhattacharya-succeed7617

http://www.youtube.com/@Pensioncraft

http://www.youtube.com/@DamienTalksMoney

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.
How modern methods of construction can help address the housing crisis – an interview with Nicola Clayton
June 7, 2024 3:57 pm
In the latest of our Property Leadership interviews, Philip Foster talks to Nicola Clayton, a housing professional with 30 years’ experience in the sector and now a leading voice in the MMC (modern methods of construction) industry. Nicola gives her expert opinion on how MMC can play a significant role in addressing the UK housing crisis and shares her experiences as a successful leader.

What are you passionate about?

People! People can’t be happy and healthy unless they have a safe, warm and stable home. Where and how you live affects every aspect of your life, so I’m passionate about getting the basics right. So, I’m determined to increase and improve the provision and standards of sustainable homes in the UK. I feel particularly passionate about increasing the delivery of social and emergency housing.

Talk me through your career route and highpoints

My career in housing spans over three decades, starting as a Junior Housing Clerk and progressing to senior roles and then moving to the private sector. My career highs include securing support and housing for some very vulnerable residents to leading strategic housing projects, securing significant funding for housing initiatives, developing hundreds of affordable homes. Apart from seeing people moving into their homes, I love the friendships that I have built along the way. I’m still in touch with people I worked with 20 years ago.

What do you enjoy about your current role?

As Head of Business Development at Etopia, my role is very varied which I love. I have written and delivered our sales and marketing strategies, engaging with key stakeholders from Chief Executives to site operatives. Seeing the residents move into their new homes is the absolute best. I feel I’m good at explaining and educating clients about the benefits of the Etopia system, housing and MMC in general. I enjoy meeting people, building meaningful industry relationships, and contributing to the conversation and drive for a society where everyone has access to a home that is healthy and meets their needs.

What do you think are the biggest issues facing the housing sector?

There’s been talk of a housing crisis since before I began my housing career. It’s so severe now as we’ve never tackled it and the crisis has spread from social, to affordable homes to first time buyers and homeowners struggling after interest rate rises and those in the private sector struggling too.

The main factor is that there are not enough homes. I don’t think that there is one silver bullet that will solve it, and it will take 10 years to make a dent, but there are several critical issues:

Building 90k social rent homes could save the economy £52bn – this is because of the ripple effect of poor physical and mental health, stress, reduced educational attainment, worklessness etc. Having a healthy home that you can afford to heat, get a decent night’s sleep and not have to worry about eviction or choosing between heating and eating is huge!  I feel that the Government should “spend to save” buy creating the infrastructure needed for new homes – roads, doctors, schools etc and then developers will follow.

We also need to embrace and encourage alternative funding for affordable and social homes. Combining investment (ESG or Pension Funds) with tax breaks or gifts of land owned by the Government could improve the viability of development.

It’s not just about affordable housing – homes of all tenures and sizes from bungalows and flats to 3-bed homes are needed to ensure that there is enough space within the housing market for people to get onto and move up and down the housing ladder.

How can MMC play a role in solving the UK housing crisis?

Modern Methods of Construction (MMC) can play a significant role in addressing the UK housing crisis by speeding up the construction process, reducing costs, and improving the quality and energy efficiency of homes. MMC also allows for more innovative and sustainable building practices that can help meet the growing demand for affordable housing.

What advice would you give someone looking to launch or develop a career in MMC?

For those looking to develop a career in MMC, I advise gaining a deep understanding of the sector, staying updated with the latest technologies and regulations, and building a strong professional network. It’s also essential to be adaptable, continuously seek learning opportunities, and focus on sustainability and quality in all projects.

You’re a successful leader, what are your secrets to effective leadership?

Effective leadership, in my view, involves authenticity, clear communication, emotional intelligence, and the ability to build and maintain strong relationships. It’s crucial to empower team members, foster a collaborative environment, and lead by example. My success in managing teams and delivering large-scale projects highlights the importance of strategic planning and a commitment to continuous improvement.

What are your thoughts on achieving the net zero target and how does MMC fit in?

The term Net Zero and what it means is still being discussed. For me it’s ensuring that we stop producing carbon emissions completely. The Law currently states that the UK will achieve this by 2050.

Homes currently produce 40% of all carbon emissions because of the way we heat, cook and get hot water in our homes.   This is because we use natural gas and how we generate electricity.

To minimise the heat required to keep a home comfortable the fabric of the home must be well insulated to ensure that the cold temperatures outside don’t affect the temperature inside. This is called fabric first and why the initial consultation on of the Future Homes Standard set challenging targets to make sure homes were built to a high standard to reduce energy consumption. Unfortunately, the revised consultation that was released in December 2023 left those standards unchanged. High performing external fabrics are much easier to achieve with MMC in a manufacturing environment than through traditional building methodologies.

This also means that the homes we are building now aren’t going to save enough energy to be net zero and will need retrofitting before 2050 to meet the standard.   Even if we only use renewable energy, bills will be expensive as we will use more electricity and as a country we will need to spend £bns to upgrade the electricity infrastructure, all because we aren’t biting the bullet on MMC and higher fabric standards.

I believe that when the skills shortage really takes hold and mortgage lenders have more and more customers wishing to borrow more to retrofit their homes, significant change will happen.