Pinnacle achieves ServiceMark accreditation for customer excellence
Pinnacle is proud to announce that it has been awarded the ServiceMark accreditation by the Institute of Customer Service – a national standard that recognises excellence in customer service and commitment to continuous improvement.
The accreditation follows a rigorous assessment process, including survey responses from 104 of our external clients and 308 Pinnacle employees. It also includes an internal review of Pinnacle’s customer service strategy, culture and performance.
Across its two contact centres – Pinnacle Service Families, which manages 49,000 military family homes on behalf of the MOD, and Pinnacle Connect, which serves multiple clients – Pinnacle scored an impressive 80.2 (out of 100) for its internal staff survey and 82.5 (out of 100) for its external client survey.
We achieved an impressive 83.4 score for overall customer experience and 81.1 for emotional connection, reflecting its success in building trust and reassuring customers.
An Independent Assessor from The Institute spent time with both Contact Centres in July and summarised that both Pinnacle Service Families and Pinnacle Connect demonstrate a strong commitment to delivering excellent customer service. Leadership is visible and engaged, setting clear priorities and maintaining accountability for service outcomes. This clarity of purpose has been instrumental in supporting the organisations reputation as a trusted partner for client organisations seeking to enhance their customer-facing services.
Jo Causon, CEO, The Institute of Customer Service, said: “Congratulations to the teams at Pinnacle Connect and Pinnacle Service Families for their recent ServiceMark accreditation. Achieving ServiceMark demonstrates a strong commitment to a customer-centric approach, as well as a desire to consistently improve your service offering. Our team will work with Pinnacle Group to build on this achievement as they continue their service improvement journey.”
The accreditation confirms that Pinnacle is “well placed not only to sustain its current high standards but to achieve even greater success in the future.” This milestone reflects the high standards of care, professionalism and responsiveness that underpin Pinnacle’s work across the housing sector.
“This accreditation reaffirms that our efforts are making a real difference to the lives of our customers. I’d like to thank all members of the Pinnacle team who worked hard to achieve this recognition. In particular, I want to acknowledge Suleman Ali, whose dedication and leadership were instrumental in driving this work forward. Suleman sadly passed away before we received the accreditation, and we proudly dedicate this achievement to his memory and the legacy he leaves behind.”
Perry Lloyd
Group Chief Executive
Pinnacle Group appointed to manage landmark Manchester development on behalf of Manchester City Council
Pinnacle Group has been appointed as the housing management partner for No. 1 Ancoats Green, the flagship development from Manchester City Council’s housing company, This City. This marks a milestone for Pinnacle, representing its first major housing management contract in Manchester.
Located in the heart of Ancoats, No.1 Ancoats Green comprises of 129 low-carbon homes, including 119 apartments and 10 townhouses, designed to meet the city’s growing demand for high-quality, affordable housing.
Thirty percent of the homes are being let at the Manchester Living Rent, ensuring accessibility for residents across the city.
Pinnacle will provide full housing management services on behalf of Manchester City Council, including lettings, tenancy management, resident engagement and maintenance.
To ensure residents receive responsive, high-quality support, Pinnacle has a dedicated on-site property manager, offering a visible and accessible presence within the development.
Residents will begin moving in this summer, with access to high-spec homes, green spaces and the newly launched Ancoats Mobility Hub.
“This is a pivotal moment for Pinnacle as we bring housing services to Manchester for the first time. We’re excited to support the council’s vision for inclusive, sustainable communities through professional, resident-focused management. No. 1 Ancoats Green is a thoughtful response to the city’s housing needs and we’re proud to play a role in ensuring these homes are expertly managed for long-term success.”
Claire Kober
Managing Director, Homes at Pinnacle Group
Leader of Manchester City Council, Cllr Bev Craig, said: “No. 1 Ancoats Green is the product of a vision we have had since the inception of This City, to use our own land to build the homes we know our residents want and need, to a high specification, and on our own terms. For many years it has been incredibly challenging for councils to build homes to meet demand, but through This City we are proving that it is possible – while also delivering genuinely affordable housing for our residents.
“This is only the beginning for This City and through our new joint venture partnership with the GM pension fund, we are scaling up delivery and we have more than 1,500 new homes in the coming years with sites across the city.”
Cllr Gavin White, Manchester City Council’s Executive Member for Housing and Development, said: “This is an exciting milestone for This City. I’ve been following the progress of this development from the beginning and it’s brilliant to start welcoming the first residents into their new, quality homes. With the Ancoats Green and the city centre on the doorstep, this is surely one of the most attractive developments on offer right now. And importantly, 30% of these homes are genuinely affordable and capped at the Manchester Living Rent meaning as many people as possible in the city can access them.”
Perry Lloyd: The government must not lose focus on how homes will be professionally managed, not just built
With the Government aiming to deliver half a million affordable homes during this Parliament, supported by £39 billion in public grant, the ambition is both bold and necessary. The scale of the challenge reflects the urgency of the housing crisis facing the UK, where demand for secure, affordable accommodation continues to outstrip supply. But ambition alone won’t deliver results. The UK’s affordable housing sector needs more than just bricks and mortar; it needs a robust, sustainable delivery model that ensures long-term value for residents, taxpayers, and purposeful investors with access to appropriate institutional capital.
Achieving this target will require an estimated £11 billion in private capital. For investors, this presents a compelling opportunity to deploy long-term funds into a sector of growing social and political importance. Affordable housing is increasingly recognised not just as a moral imperative, but as a resilient asset class with the potential to deliver stable returns and measurable social impact. However, the journey from capital investment to community impact is complex and requires more than financial commitment, it demands operational excellence and strategic collaboration.
The challenge isn’t just building homes; it’s about building investable, suitably configured stock in accordance with tailored specifications that design out long term cost in support of efficient well-managed and well-maintained homes with built-in resilience capable of delivering enduring value. Poor management not only diminishes the social impact of affordable housing but also undermines investor confidence and places additional pressure on local services. That’s why the conversation must evolve from a construction-based numbers game to one of stewardship, service quality, and sustainable outcomes. Homes must be more than units, they must be part of thriving, inclusive communities.
"There is increasing recognition that professional, institutional-grade housing management is critical to the success of affordable housing."
There is increasing recognition that professional, institutional-grade housing management is critical to the success of affordable housing. From lettings and tenancy management to resident engagement, maintenance, and neighbourhood services, as well as quality performance reporting, efficient service delivery is what transforms housing units into places people are proud to call home. It’s also what ensures value for money for the public purse and supports the necessary proportionate return on investment for private funders. Without this, the sector risks falling short of its potential, socially, economically and financially.
This is where experienced housing partners play a vital role. The sector needs a trusted bridge between private capital and housing delivery, partners who can provide the operational scale, compliance expertise, and service excellence required to deliver high resident satisfaction and resilient, well-managed assets. These capabilities are essential to translating investment into long-term value for all stakeholders. The best management partner ensures that well-built homes are expertly maintained and operated in ways that improve quality of life for residents, promotes community wellbeing and, at the same time, minimises rent-loss for the investor. In this way the interests of residents and investors are closely aligned.
The trend is already taking shape. For-profit registered providers (FPRPs) are increasingly partnering with expert housing managers to meet these demands. Pinnacle currently manages homes on behalf of 11 FPRPs and is set to contract with six more, representing nearly a quarter of all FPRPs registered with the Regulator of Social Housing. As the market leader, we offer institutional-grade services tailored to institutional investors, combining deep sector knowledge, regulatory compliance and high performance with a commitment to best resident outcomes.
As the Government drives forward its housing targets, it must not lose focus on how these homes will be professionally managed, not just built. Encouraging collaboration between investors, housing providers, and experienced management partners will be key to delivering not only the quantity of homes we need, but the quality of life that residents deserve, and the financial performance and sustainability that investors require. This collaborative, long-term approach is essential to ensuring that affordable housing delivers lasting, meaningful impact. The future of affordable housing lies not just in construction, but in the creation of communities that are well-served, well-managed, and built to last.
Perry Lloyd
Group Chief Executive, Pinnacle Group
This article was originally featured in Inside Housing Management, on 5th August 2025.
Pinnacle Group appoints former Army officer and Royal aide to key leadership role on MOD contract
Pinnacle Group has today announced the appointment of former Army officer Sarah Pittaway as the new Divisional Director for Pinnacle Service Families, one of the company’s largest contracts. It comes as Pinnacle Group builds on a series of contract wins in the past few months and looks to further strengthen its leadership team.
Sarah Pittaway said she was “committed to applying my experience to improve the quality of services we provide.”
Currently Deputy Chief Executive of the Union Jack Club – an HM Armed Forces members’ club – Sarah has a wealth of leadership expertise, including an early career as a Commissioned Army Officer.
As part of Sarah’s military career, she trained at the Royal Military Academy Sandhurst and was deployed on multiple overseas engagements and operations, including Afghanistan, Cyprus, and Oman, as well as inter-military exchanges in France and Italy in support of NATO diplomatic relationships.
Her extensive career in senior executive roles includes Managing Director at fine dining and events caterer, Chester Boyd, Assistant Private Secretary in The Royal Household, and Senior Manager for Enterprise Risk at EY.
Joining Pinnacle in October, Sarah will head up the firm’s contract with the Defence Infrastructure Organisation, managing 49,000 military family homes nationwide. She will oversee its 440-strong team across the National Service Centre in Liverpool and regionally throughout the UK.
“Sarah brings a unique and impressive blend of military and commercial experience, making her uniquely qualified to enhance the quality of services we provide. This new post has been created to drive further improvements for our military families. I look forward to welcoming her to the team and leveraging her expertise to support the families we serve.”
Claire Kober
Managing Director - Homes for Pinnacle Group
“I am thrilled to join Pinnacle Service Families as it will allow me to contribute to the vital work of supporting Service families. Whilst serving in the Army, and subsequently, I have been able to see first-hand the unique challenges faced by the military families community, and I am committed to applying my experience to improve the quality of services we provide.”
Sarah Pittaway
Divisional Director for Pinnacle Service Families
Pinnacle Group Secures Major Contract with HOCHTIEF to Manage Over 1,000 New Student Rooms
Pinnacle Group has been selected as a key delivery partner for Staffordshire University’s new purpose-built student accommodation village at its Stoke-on-Trent campus.
This landmark project, which received planning permission in March, will feature approximately 700 new student rooms in blocks and townhouses centred around a vibrant social hub. The village is set for completion in 2026.
Under the 50-year contract with German construction giant HOCHTIEF, Pinnacle will deliver a comprehensive range of services to ensure the facilities are well-managed and foster a community that students are excited to call home.
HOCHTIEF has formed a consortium – Staffordshire Campus Living – with Staffordshire University and Plenary to deliver the project, with Willmott Dixon constructing the new buildings. This includes the refurbishment of 300 existing en-suite rooms, which will also be managed by Pinnacle.
Pinnacle Group Chief Executive Perry Lloyd said: “We have a long track record of successfully managing and maintaining places where people live, learn, work, and play. We are delighted our unique offering has led to a new partnership with HOCHTIEF. With our expertise and track record of service delivery, we look forward to managing a home away from home for so many Staffordshire University students.”
Sally McGill, Chief Financial Officer and Executive Lead for Sustainability at Staffordshire University, added: “The new Student Village is a significant step forward in enhancing our campus infrastructure. This development not only addresses the growing demand for high-quality student accommodation but also aligns with our sustainability goals. The partnership with Pinnacle and HOCHTIEF will help us create a vibrant and sustainable living environment that supports our students’ academic and personal growth.”
This contract is the latest in a series of new business wins for Pinnacle, which recently announced partnerships with Kew Green Hotels, Funding Affordable Homes (FAH), and an expanded role with Legal & General Affordable Homes (LGAH), becoming its leading managing agent.
Pinnacle team rewarded with prestigious military recognition
A number of colleagues working on Pinnacle’s Service Families contract have been recognised with a commendation from the Vice Chief of Defence Staff, General Dame Sharon Nesmith.
Conferred twice a year alongside the state honours, commendations are awarded to individuals and teams who have performed exemplary service to the Ministry of Defence.
Ben Leahy, Jolanta Mokrzycka, Ed Rigby, Barry Reynolds, Jas Patel, James Jamieson and Francesca Obertelli were awarded the honour for their work on the Afghan Relocations and Assistance Policy (ARAP), alongside colleagues from the Defence Infrastructure Organisation.
Pinnacle has supported the Ministry of Defence in mobilising the programme, with colleagues ensuring Afghan citizens – who supported the UK Government in Afghanistan – are safely moved into surplus military accommodation.
“We’re incredibly proud of our team, who have worked so hard on this programme and have truly earned this commendation. Individuals have gone far beyond the call of duty to support these families as they settle into life in the UK. Alongside those mentioned in the citation, recognition is extended to our Afghan Liaison Officers as well as our wider Strategic Estate Management, regional teams and sub-contractor, Pickfords.”
Claire Kober
Managing Director, Homes at Pinnacle Group
Team members are now set to attend a presentation at MOD main building, where they will be thanked in person by General Dame Sharon Nesmith.
Pinnacle Group’s Claire Kober on why for-profits are key for housing supply
Earlier this month, the Financial Times reported a stark warning from housing associations: “We can’t build houses.” Some said they had ceased all new development for the coming financial year; others said the system was “maxed out”.
A perfect storm of high interest rates, inflation, low government grants and rising construction costs, as well as net zero and remediation obligations, means traditional registered providers (RPs) are struggling to build. Put simply, the finances do not stack up. In fact, housing associations say building new affordable homes is becoming financially impossible, which is worsening the downturn in supply.
Alongside this, demand continues to grow. In 2022, there were 1.2 million households on social housing waiting lists. Statistics released last month show this has increased by 6% to 1.29 million. In 2021-22 alone, 173,550 households who received a social letting were new to the social sector. Meanwhile, households in temporary accommodation now number more than 109,000, with costs exceeding £1.74bn in 2022-23. Something has got to give.
What the FT piece neglected to mention was that for-profit RPs (FPRPs) are moving into the space and helping to bridge the gap. There are 69 FPRPs registered with the Regulator of Social Housing – two of these owned by Pinnacle. With this number continuing to rise, albeit at a slower pace, it is clear institutional investment’s role in the sector is vital and will continue to grow. There is a real opportunity for traditional RPs to support this growth.
In 2023, I was part of a working group, drawn from the British Property Federation’s (BPF’s) Affordable Housing Committee, that developed a toolkit to provide greater understanding of partnership models for investors and RPs. Its aim was to boost the delivery of affordable homes by providing greater understanding of how investors and housing associations can collaborate.
Encouragingly, a recent Savills survey of traditional housing associations revealed that 89% would consider a partnership with a for-profit and 43% are already working with them in some way. The ever-growing pressure on housing associations to find alternative sources of investment is shifting attitudes among traditional RPs. Five years ago, an earlier survey found that only 62% of traditional housing associations thought that for-profits had any part to play in solving the housing crisis.
It is clear there is a rapidly growing recognition of the role equity has to play in unlocking financial capacity. This collaboration is set to be key in the sector’s future growth.
Capital funding
Rapidly scaling up long-term institutional investment in the sector is vital to boosting affordable housing supply. Analysis by L&G and the BPF reveals that £34bn is the additional capital funding needed per year to meet demand.
But if we are to scale up, we must create the conditions to encourage private capital to enter the sector. These include longer-term rent settlements, a review into subsidy provision and the creation of a level playing field between traditional RPs and their for-profit counterparts. New tax and grant initiatives would remove obstacles for closer collaboration between institutional investors and RPs.
As the gulf between supply and demand broadens, the housing crisis is set to take centre stage in the upcoming general election. It is already shaping up to be a key battleground, with the industry and communities patiently waiting to hear how parties intend to address the issue should they retain or take power. Whichever party wins, they need to adopt a pragmatic approach, acknowledging the role institutional investment has to play in delivering the affordable homes the country needs.
Claire Kober
Managing Director (Homes), Pinnacle Group
This article was originally featured in Property Week, on 1st May 2024.
Pinnacle expands affordable homes contract – becoming Legal & General Affordable Homes’ leading managing agent
Pinnacle Group is set to more than double the number of homes it manages on behalf of Legal & General Affordable Homes (LGAH) as it becomes the provider’s leading managing agent.
In recent weeks, the housing services provider has taken on management services for an additional 900 homes – a mix of affordable rented and shared ownership – spread across the Southwest and Midlands, including The Berries in Paignton, Devon and Cross Trees Park in Shrivenham, Oxfordshire.
Now, a further 40 shared ownership homes at a variety of locations across England will be managed by Pinnacle after we signed yet another agreement with LGAH.
In total, Pinnacle will now be responsible for managing around 1800 homes for LGAH, with a pipeline of new properties expanding the portfolio to at least 2600 homes over the next few years.
“Having begun our relationship with LGAH back in 2019, we’re thrilled our reputation for providing market-leading housing services has resulted in us becoming their leading managing agent. With our teams already delivering on the ground for the first tranche of new homes, we now look forward to serving even more communities across the country as the additional homes come under our management.”
Claire Kober
Managing Director, Homes at Pinnacle Group
Pinnacle’s role will include tenant on-boarding and management, building compliance, defect management, maintenance and void management.
Pinnacle will also work in close collaboration with LGAH in advance of the handover stage, including liaising with relevant local authorities on nominations agreements and the production of welcome packs and home user guides for prospective tenants.
Shaun Holdcroft, Operations Director, Legal & General Affordable Homes, said: “Pinnacle is a trusted partner of Legal & General Affordable Homes, and we are proud to have formed a robust and long term relationship over the past five years. We look forward to working with the Pinnacle team as we continue to serve our current and future residents by providing high quality, affordable housing right across the country. Our aim is to better people’s lives and ensure that everyone has access to our vision of a sustainable and affordable home.”
As we approach our 30th anniversary, Pinnacle continues to see considerable growth, having recently announced a new instruction with Funding Affordable Homes as well as its first Brighton-based contract.
Pinnacle Group wins first Brighton contract to manage hotel apartments
Pinnacle Group has won its first Brighton-based contract to provide management services to residential apartments above an historic seafront hotel.
Kew Green Hotels, which owns and manages over 55 hotels across the world, has selected Pinnacle to manage sixty-four leasehold apartments in the building, which overlooks Brighton’s Grand Pier.
Kew Green Hotels’ portfolio covers several leading global brands including IHG Hotels & Resorts, Hilton and Marriott International, alongside managing several independent hotels and operating over 25 Holiday Inns under franchise across Europe.
The former Bedford Hotel, now Holiday Inn Brighton-Seafront, is an iconic landmark in the city, dating back to 1829. It counted Charles Dickens among its historic guests, though the current iteration of the building opened in 1967. Today, eleven floors of the hotel are used for luxury residential apartments.
"As we celebrate our thirtieth anniversary this year, we’re delighted to be expanding into Brighton, especially with such an iconic building.
This new contract represents yet another geographical expansion of our market-leading services, enabling us to deliver for local leaseholders while also exploring further opportunities in the region.
We look forward to working with our partner, Kew Green Hotels, to maintain high quality management standards and create a first-rate customer experience for the residents.”
Alex Elsy
Director of Assets and Residential Management, Pinnacle Group
Alongside residential management of the apartments, which begins this week, Pinnacle will also work in close collaboration with the hotel team on shared building services.
This instruction is another example of Pinnacle’s vast experience in forging partnerships to deliver comprehensive community solutions. It will see the organisation deploy its unique expertise to respond effectively to client and customer requirements, particularly in complex residential developments.
Chris Dexter, CEO of Kew Green Hotels said, “We look forward to working with the team at Pinnacle, supporting them in delivering exceptional services to residents at Bedford Towers, complemented by the operational excellence delivered by our team at the Holiday Inn Brighton-Seafront. At Kew Green Hotels, we set ourselves apart by combining years of experience with innovative ideas to deliver outstanding hotel services, delivering exceptional returns for hotel owners and partners throughout our portfolio of independent hotels through to global brands.”
Shane Willmoth, Director of Property at Kew Green Hotels added, "We are pleased to be working with the team at Pinnacle, who demonstrate strong experience in the UK residential services sector with a robust infrastructure and employee community.”
Pinnacle Group secures new contract with Funding Affordable Homes
Pinnacle Group has been appointed by Funding Affordable Homes Housing Association (FAHHA), a for-profit Registered Provider and Homes England investment partner, to provide management services at a new-build home counties housing scheme.
Sterling Gardens, a development of 119 apartments, including 27 for social rent, 30 shared ownership and 62 for affordable rent, is built on brownfield land in Newbury.
Pinnacle will act as managing agent at the scheme, conducting a full range of tenancy and estate management. The contract marks a new relationship for Pinnacle, which currently provides housing management services across a portfolio of over 70,000 properties nationwide.
As it approaches its 30th anniversary, the Group continues to see considerable growth, with plans to announce further contract wins in the coming weeks.
Laura Newey, Head of Partnerships - Homes, Pinnacle Group, said: “We are delighted to have been appointed by FAHHA as their housing manager of choice on this exciting new scheme in Newbury.
‘Drawing on our experience of place-making, and place-keeping new communities on new build developments, we look forward to working with FAHHA to bring our market-leading services to the residents of Sterling Gardens.”
Paul Munday, CEO of FAHHA, said “FAHHA are hoping this project will be the start of a long-term relationship for the delivery of housing services by Pinnacle. Funding Affordable Homes (FAH), whose investment advisor is Edmond de Rothschild Real Estate Investment Management (EdR REIM), invested institutional capital alongside grant from Homes England to deliver 119 affordable homes from what was to be an entirely private sale development. The scheme demonstrates FAH’s commitment to providing tangible social benefit from its capital”.
Property Management 50 Awards Success for Leading Industry Influencer at Pinnacle Group
Rochelle Menville, Head of Operations (Homes) has been awarded a top spot in the 2023 Property Management 50 awards for leading the way in the property industry and being recognised as a top Influencer.
Rochelle is a CIH qualified Housing professional with over 18 years’ experience across social housing, leasehold and commercial management.
Rochelle said “It’s lovely to be nominated and be a Winner, and always nice to recognised for the work we do!”
Director of Assets and Residential, Alex Elsy, commented “I am so pleased that Rochelle that been recognised as an influencer in the 2023 PM50 Awards. It is well deserved recognition for all that she does both for Pinnacle Group and our clients, customers and the wider community.”
Congratulations to Rochelle and all of the other worthy winners. You can view the full list of winners here: 2023 Property Management 50 Winners
Pinnacle Group’s Claire Kober on why BTR deserves more attention from Whitehall
The housing landscape is undergoing a rapid shift, and if the prime minister wants to stand any chance of meeting his housing target, much more attention must be paid to alternative development models, including build to rent (BTR).
For many, traditional home ownership is either completely out of reach or something for much later in life. In 1960, the average first-time buyer could have expected to unlock the door to their first home at 23 years old. Now, market analysis shows that they will be stepping on to the property ladder in their mid-30s.
Societal shifts, the cost-of-living crisis, rocketing house prices, rising mortgage rates and a lack of suitable accommodation mean people are spending longer in the rental market, which is pushing up demand. Coupled with an increasing awareness of renters’ rights and a post-Covid-19 emphasis on the quality of accommodation rather than simply location, renters are no longer happy spending their days in substandard properties.
When the wait to get on to the housing ladder is likely a long one, the quality of a rental home takes on new significance; it’s not just a place to lay your head.
This is where BTR comes in. Research from Savills has found that investment activity in the sector grew to a record high of £1.26bn in the second quarter of this year. The sector is seeing significant growth and backing. And the government should take note.
Offering flexibility and quality services, BTR presents a tangible alternative to the conventional approach. To make it work at scale, BTR models need to be refined to provide investors with more certainty, while delivering homes that genuinely resonate with residents’ needs, budgets and aspirations.
The sheer demand is evident. This year, our average occupancy rates soared to 98%. We’ve witnessed a staggering growth from managing approximately 300 units in 2021 to nearly 1,000 in 2023.
Incorporating digital tools is instrumental to achieving positive results. Today more than 60% of residents are engaging apps as their preferred means of communicating with their property manager. From both a management and investment perspective, this contributes to the insight and data that drive effective decision-making.
But the properties need to be built to meet the demand – and that means mid-market single-family rental properties, not just the highly amenitised multi-family homes synonymous with the BTR sector.
The statistics from the latest English Housing Survey are sobering. Over the past three years, 5% of privately rented households experienced overcrowding. Only 62% of private renters expressed intentions to purchase a home in the foreseeable future, primarily due to affordability concerns. These numbers underline the acute need to bolster the UK’s BTR inventory with a budget-friendly offer.
The prime minister has just recommitted the government to build one million new homes by the next election, with a renewed focus on cities and brownfield. But he won’t hit this unless the government gets real about the challenge and focuses on the right areas.
To address the UK’s housing shortage, BTR must surely play a pivotal role. It melds stability and certainty for residents, professional management and, combined with discount market rent, homes at different price points in the market.
With economic growth fundamental to tackling the cost-of-living crisis and new rental homes needed to offset the 151,000 buy-to-let disposals last year, it’s high time policymakers acknowledged the transformative potential of the sector and act on it by supporting BTR initiatives that plug the supply gap. As the housing crisis continues, it could be a real solution to ensuring every UK resident has a place to call home.
Claire Kober, Managing Director (Homes), Pinnacle Group
This article was originally featured in Property Week, on the 11th September.