Experience

Mount Green Housing Association
• United Kingdom
• Non-profit Organizations
• 1 - 100 Employee
• Chief Executive

  • Dec 2019 - Present


SECBE

• United Kingdom
• Construction
• 1 - 100 Employee

• Non Executive Director

  • Jun 2017 - Jun 2020

  SECBE aims to inspire the construction industry to deliver better infrastructure and buildings in a more collaborative and cost- effective way. SECBE aims to inspire the construction industry to deliver better infrastructure and buildings in a more collaborative and cost- effective way.



WOKINGHAM HOUSING LIMITED

• United Kingdom
• Real Estate

• Managing Director

  • May 2015 - Nov 2019

  Leading WBCs local housing companies to build and manage affordable housing and provide an income stream back to the Council. Executive member on the three Boards, managing the strategic direction and day to day operations of WHL, Loddon Homes and Berry Brook Homes - 8 staff/ budget £0.8m (rev)/ >£60m (cap) Recognised in Inside Housing’s ‘Who’s Who in Local Authority Housing Development 2017: ‘Performers’ category & UKHA 2018 Finalist: Development programme of the year Building a new internal, and external partners, team and culture to deliver Co objectives Creating and promoting new logos and brand identities for all three companies Delivering 150 new units to sister companies, with a further 60 homes under construction, including general needs, shared ownership and supported housing Developing new business plans for all three companies and achieving profitability Registration of Loddon Homes as first ever Council For-Profit Registered Provider (FPRP) and securing £3.5m of Homes England Grant Building up the future pipeline of 600+ affordable, Key Worker, PRS and for-sale homes Ensuring housing management and maintenance arrangements through a Service Level Agreement with WBC delivers strong services to Loddon & Berry Brook Homes’ tenants Ensuring the Boards operate effectively in the Governance of the businesses, including recruiting 5 new independent NEDs across the 3 companies Improving internal relationships and reporting arrangements to the parent, WBC (Holdings) Limited, and the Council Show less



Grainger PLC

• United Kingdom
• Real Estate
• 200 - 300 Employee

• Project Director

  • Oct 2013 - May 2015

  Supported the establishment of, and the running and promotion of Grainger Trust Ltd (GTL), Grainger plc's For-Profit Registered Provider. Managing the day to day operations of GTL and working with Grainger's Property Services team to efficiently and effectively manage GTL tenant's homes Achievements: Markedly improved GTLs governance arrangements and Board reporting and meetings Updated and further developed the business plan to deliver around 700 new homes over 5 years with £60-70m worth of investment Liaised closely with the HCA as a new FPRP, securing £5.65m of grant from the GLA and built relationships with LAs on strategic land and London PRS/ affordable sites Show less



Raglan Housing

• United Kingdom
• Civic and Social Organizations
• 1 - 100 Employee

• Interim Housing Services Centre/Customer Engagement Manager

  • Jan 2012 - Oct 2013

  Responsible for managing resident involvement, equality and diversity and Anti-Social Behaviour Team - 8 staff and budget of £0.6m - Sept 2012 to present/ Managing the customer contact centre, Neighbourhood’s centralised administration team and the low level arrears team – c.45 staff/ budget c. £1.6m – Jan to Sept 2012 Achievements:  Delivered the new engagement plan including improving resident scrutiny by better resident committee effectiveness, developing an on-line panel of 750 residents and developing a new business improvement residents group for service reviews  Delivering cultural change in the way Raglan engages with customers through EMT buy-in and a programme of embedding engagement within all staff’s work, especially around service redesign, strategy formulation and value for money  Took over management of ASB team to provide additional support to deliver key objectives and achieve ASB accreditation  Successfully set up the new neighbourhood services support team to provide centralised administration for neighbourhood services  Supported and drove a programme of change in the contact centre, including the introduction of several new projects e.g. Insight customer satisfaction surveys, new arrears process and team structure and new repairs handling system Show less



Sentinel Housing Association

• United Kingdom

• Executive Director

  • Sep 2008 - Oct 2011

  Responsible for the development team and care and support service – c.100 staff/ budget c.£7m, including:  Strategic and operational responsibility for the management and budgets of development, including new business, project delivery and sales and leasehold services/ and the care and support, including sheltered housing, domiciliary home care business and an alarm monitoring business  Ambassador for Sentinel with key partners like local authorities, other housing associations, developers, the HCA, NHF Achievements:  Led the transformation necessary to deliver a significantly larger development programme – increasing from 177 home completions in 2008/09 to 570 in 2011/12, while achieving efficiency gains of c. £135K  Achieved all sales targets for around 80-100 shared ownership sales per year and improved procedures and processes shared ownership and leaseholder homes  Working with a homeless charity, Step-by-Step, led on the building of a 30 bed foyer with training facilities for young people  Secured £46m of HCA grant in 2009/10 topping the HCAs south east development allocations table  Negotiated a 308 homes £5m HCA development contract for the 2011-15 NAHP  Led on the re-profiling of 5 sheltered housing schemes in Hart District Council including the development of a large flagship 74 apartment Extra Care scheme  Reviewed care and support service leading to new investment in alarm monitoring and the successful transfer of home care to a private sector provider - efficiency gains c. £45K  Developed an Older Person Housing Strategy and restructured sheltered housing and support services to manage new Extra Care schemes and operate within a reduced Supporting People funding framework – efficiency gains c. £55K  Member of the South East Regional Forum for Ageing (SERFA) Board Show less



Basingstoke and Deane Borough Council

• Government Administration
• 200 - 300 Employee

• Head of Community Protection

  • Oct 2007 - Aug 2008

  Responsible for Environmental Health, Food Safety, Licensing, Parking, Community Safety and Community Wardens services– c.70 staff/ budget c. £4.2m, including:  Strategic and operational responsibility for six council service areas, working as part of the Corporate Management Team  Corporate lead for Health and Safety and Emergency Planning  South East Employers mentoring programme providing mentoring to housing professionals Achievements:  My appointment demonstrated that a credible, non-technical head of service could be highly effective in leading cultural change within traditional services and transform performance management  Led on a politically sensitive review of Community Safety and Warden Services, with my recommendations being accepted by Cabinet, and helping to justify decisions before a Scrutiny Committee hearing  Significantly improved H&S arrangements, H&S risk assessments and the Council’s approach to the Corporate Manslaughter Act 2007 Show less



Audit Commission

• United Kingdom
• Accounting
• 200 - 300 Employee

• Housing Inspection and Assessment Co-ordinator/ Secondment to Raven Housing Trust/ Housing Inspector

  • Jan 2001 - Sep 2007

  July 07 – Oct 07 - returned briefly to the Audit Commission Nov 06 – July 07 - Change and Improvement Manager, secondment to Raven Housing Responsible for a change programme in housing management services, including:  Undertook service reviews of all main housing management services, driving improvements in business processes, efficiency and cultural change  Worked with the Chief Executive to review and advise on wider corporate organisational issues e.g. leadership, target setting, prioritisation, capacity building and diversity  Worked with the Board on specific improvement projects e.g. risk management, performance management and monitoring  Established improvement action plans to address service weaknesses/ provided mentoring support for the Operations Director  KPI improvements in 2007/08 included: overall tenant satisfaction 78% to 86%, current tenant arrears from 2.6% to 2.05%, emergency responsive repairs 92.1% to 99.5% and efficiency gains c. £100K  Raven achieved a two star, promising prospects inspection score from the Audit Commission following my work with them April 03 – Nov 06 - Local Authority Inspection and Assessment Co-ordinator (LAIAC) Responsible for the oversight of local authority inspection policy, programming, training and budgeting, including:  Working with the wider elements of the Audit Commission to co-ordinate inspection work, especially on Comprehensive Performance Assessment (CPA)  Working with senior staff at the Communities and Local Government Department (CLG) on housing issues  Development of the housing services assessment framework for CPA 2005 and 2006  Led the development and implementation of the housing elements of District Council CPA in 238 DCs  Development of the revised housing inspection methodology including co-ordinating the writing and publishing of the Key Line of Enquiry Jan 01 – Mar 03 - Housing Inspector  Acted as the lead and support inspector in over 25 national inspections Show less



Eastleigh Borough Council

• United Kingdom
• Government Administration
• 200 - 300 Employee

• Housing Strategy Manager

  • Mar 1998 - Dec 2000

   Deputised for the Head of Housing. Oversaw the 5 year development programme of 580 homes with HAs, including negotiations between all parties on section 106 agreements  Led on the production/ implementation of the housing strategy/ associated action plan  Deputised for the Head of Housing. Oversaw the 5 year development programme of 580 homes with HAs, including negotiations between all parties on section 106 agreements  Led on the production/ implementation of the housing strategy/ associated action plan



Various

• Financial Services
• 1 - 100 Employee

• Various

  • Jul 1988 - Mar 1998

  Continuous strategy and enabling, policy and front line homelessness and housing advice jobs (from Nov 91), preceded by short careers in the leisure and recruitment consultancy industries - no gaps in employment Continuous strategy and enabling, policy and front line homelessness and housing advice jobs (from Nov 91), preceded by short careers in the leisure and recruitment consultancy industries - no gaps in employment