During the recent merger between Shepherds Bush Housing Group (SHBG) and The Guinness Partnership as Interim Head of Sales, I was fundamental in ensuring this high profile transition was meticulously orchestrated to ensure a smooth integration, showcasing exemplary management in staffing strategies, scheme handovers, and the seamless amalgamation of digital assets.

The success of the merger was, in no small part, attributed to the astute staffing strategies implemented during the transition. The strategic alignment of key personnel from both sides ensured a harmonious transfer of knowledge, with a focus on retaining both organisations’ excellent customer reputation while fostering a collaborative and unified organisational culture. Alongside my colleagues at Guinness, the combined team was instrumental in mitigating potential challenges, ensuring that the core values of both organisations were not only preserved but synergised to create a stronger, more robust entity.

Scheme handovers were a pivotal aspect of the integration, demanding meticulous planning and execution. The transfer of property portfolios required a granular understanding of the intricacies of each scheme. Through an exhaustive due diligence process, the team successfully navigated the complexities of tenant relationships, property management protocols, and regulatory compliance, resulting in a seamless handover that was sympathetic to both staff and residents.

The digital realm posed its own set of challenges, particularly in integrating websites and data systems. Recognising the critical importance of a unified online presence, the IT teams from both organisations worked collaboratively to ensure a smooth transition. The website integration seamlessly merged the branding elements of SBHG into The Guinness Partnership’s digital ecosystem. Simultaneously, the integration of data systems was executed with precision, safeguarding the integrity and security of sensitive information under GDPR best practices whilst facilitating efficient cross-functional operations.

Hexagon Housing Association entrusted us with the task of conducting a comprehensive review of their existing procedures, encompassing newbuild sales, resales, staircasing, right to acquire, and lease extensions.

The objective was to streamline operations, foster clear inter-departmental communication, and ensure compliance with regulatory best practices.

Our collaboration with Hexagon Housing Association not only identified opportunities for process improvement but also opened doors to enhanced revenue generation.

Our journey began by collaborating closely with the sales and neighbourhood teams within Hexagon Housing Association. Our shared goal was to ensure that departments communicated effectively and that all practices adhered to industry standards and regulations. As we updated and refined these processes, it became evident that there were more efficient avenues to explore, with the potential to bolster revenue stream

To empower current leaseholders and generate surplus income for Hexagon Housing, we launched a series of regular virtual events. These events were designed to educate leaseholders on the staircasing process, enabling them to invest in additional shares of their homes. This approach not only enhanced our clients’ sales surplus income but also fostered a sense of community among residents.

In our effort to bolster communication and understanding, we introduced branded guides for each sales process. These guides served as user-friendly, step-by-step resources for leaseholders, ensuring they had the information they needed at their fingertips. Furthermore, we seamlessly integrated these guides onto the Hexagon Housing Association website, making it even more convenient for stakeholders to access crucial information.

Our work extended beyond offering recommendations; we diligently executed the proposed changes to ensure tangible results. The process was meticulously followed through from inception to completion, demonstrating our commitment to delivering practical solutions.

Within our role, we’ve achieved noteworthy milestones that highlight our dedication and strategic approach. Specifically, we successfully managed the delivery of £9.4 million in initial tranche sales, encompassing a substantial count of 107 shared ownership units. This accomplishment underscores our operational proficiency, as we efficiently introduced the new sales brand, “Be West,” along with an innovative sales website. Remarkably, we achieved this within a concise six-week timeframe.

Furthermore, we strategically established an in-house sales and aftercare team to enhance the customer journey during the buying process for Be West, leading to an improved overall experience. Our commitment translated into tangible industry recognition, securing both a First-time Buyer Award and an Evening Standard Award for the best-shared ownership apartment within SBHG. Impressively, these accolades were earned in less than a year since assuming our role.

Additionally, we undertook a comprehensive branding and marketing initiative that thoughtfully positioned the council as a reputable and competitive seller of new homes, reflecting our commitment to market presence and reliability. Equally significant, we thoughtfully outlined a Customer Journey framework covering the complete spectrum of customer interaction – from initial contact to thorough aftercare. This approach aligns with our unwavering commitment to customer satisfaction, showcasing our dedication to delivering a seamless end-to-end experience. Collectively, our accomplishments reflect our steadfast commitment to raising standards and achieving strategic success within the shared ownership landscape.

These achievements, which are indicative of our expertise and dedication, underscore our pursuit of excellence in all aspects of our work.

Islington stands as one of London’s most prominent and esteemed boroughs, boasting a myriad of key attributes that set it apart from the rest of the city. In this endeavor, we placed great emphasis on designing a brand that would not only represent Islington but also serve as a central pillar of the borough’s development ambitions. This comprehensive project revolved around the creation of an effective resource strategy for Islington’s new build sales program.

Our approach to this task was twofold. Firstly, we carefully determined the ideal balance between outsourcing external sales services and initiating internal recruitment activities. This was aimed at establishing the perfect blend of in-house expertise and external resources to drive the program’s success. A pivotal component of this undertaking involved the creation of streamlined processes that spanned across all significant stages of development. These processes were meticulously crafted in consultation with key stakeholders, ensuring strict adherence to the council’s governance requirements.

Furthermore, we took a proactive role in shaping the branding and marketing strategy for Islington. Bringing to the market the ‘In Islington’ brand. This was an especially delicate task, considering the ever-evolving political landscape. Our primary goal was to offer an independent and seasoned perspective that would firmly position the council as a trusted and commercially competitive entity in the realm of selling new homes. Through our strategic efforts, we aimed to enhance the council’s reputation and bolster its standing in the market.

We were instructed by Westminster City Council to make recommendation and review of their current After sales care process and provision followed by a report which provides clarity and recommendations as to next steps.

Westminster Council said:

“The work you have delivered here has been really valuable for us and I have no doubt that as this is progressed we will identify specific work streams and areas of expertise that we don’t have internally and where we would find your future engagement very helpful.”

We engaged in a 6-month consultancy to enhance the customer experience from the point of exchange to completion and throughout the warranty period for purchasers under Westminster Council. Our goal was to elevate the brand perception of Westminster Council while exploring potential cost-saving opportunities. Recognising that the Aftercare Manager was facing resource constraints, we played a pivotal role in streamlining processes. This ensured that the Aftercare Manager could deliver seamless service to Westminster’s purchasers, minimising challenges. As part of this effort, we conducted a comprehensive review of the existing processes, which highlighted outdated elements in terms of EA and ER’s. This prompted a thorough overhaul, resulting in a service enhancement for future developments that were awaiting the tender process.

CHS Group, a prominent housing association in Cambridgeshire, approached us with a comprehensive mandate—to oversee the entire sales and marketing function for their shared ownership and outright market sale new homes program. Additionally, our responsibilities extended to managing their market rent portfolio, ensuring financial surplus targets were met, and driving development targets to fruition.

Entering a bustling real estate market, the challenge was to differentiate CHS Group’s offerings in a location spoiled with choices. Meeting and exceeding sales targets within a competitive landscape required a strategic and creative approach. Marketing Strategy and Initiatives included a four tier approach as outlined below

Brand Positioning:  We strategically positioned CHS Group as a provider of homes that transcend the ordinary. Emphasising quality, sustainability, and community, our branding aimed to create a unique identity in the minds of potential buyers.

Digital Presence: Through our expertise in digital marketing, we optimised CHS Group’s online presence. Engaging website design, search engine  optimisation (SEO), and targeted social media campaigns were key components to enhance visibility and drive traffic.

Visual Storytelling: Recognising the appeal of Cambridgeshire as an aspirational place to live, we integrated visual storytelling into our marketing collateral. Highlighting the region’s picturesque landscapes, cultural attractions, and educational opportunities added an extra layer of allure to CHS Group’s homes.

Community Engagement: Establishing a strong connection with the local community, we organised events and initiatives that showcased CHS Group’s commitment to fostering a sense of belonging. This not only generated interest but also contributed to a positive brand image.

Our holistic approach yielded impressive results. CHS Group not only met their sales targets but exceeded them. The brand became synonymous with desirable, high-quality homes in Cambridgeshire. The market rent portfolio performed exceptionally well, contributing to the overall financial surplus.

Recognising the need for dedicated sales efforts, we recruited and onboarded a full-time sales team. The team’s success was not just in meeting sales targets but in fostering lasting relationships with potential homebuyers. Ongoing support ensures that CHS Group’s commitment to excellence persists beyond the initial transaction.

Engaged as the Campaign Director for the National shared ownership campaign in collaboration with Keaze, I held the responsibility of fundraising for provider contributions towards the campaign. I also oversaw the management of the delivery of marketing assets, aimed at fostering awareness.

This involvement resulted in the successful promotion of the National Shared ownership campaign to numerous national providers. Through dedicated efforts, we not only garnered sign-ups but also secured funds to amplify awareness regarding the principles and functioning of shared ownership. My role extended to leading and managing monthly steering group meetings, fostering collaboration and strategic alignment among stakeholders.