Pinnacle Group extends partnership with Flint Housing to North Kensington Gate
Pinnacle Group has strengthened its growing relationship with registered provider of social housing, Flint Housing, through provision of full housing management services for 85 social rented homes at the North Kensington Gate development in London.
North Kensington Gate is a landmark development delivering high-quality homes in one of London’s most vibrant and diverse communities.
Pinnacle is providing complete housing management services, including tenancy management, customer service, maintenance and void management – ensuring residents benefit from a responsive, professional and community focused experience.
“Commencing services at North Kensington Gate marks a key milestone in expanding work with Flint Housing. Our team is committed to delivering excellent services and supporting Flint’s mission to provide high-quality affordable homes.”
Claire Kober
Managing Director, Homes at Pinnacle Group
This growing partnership reinforces Pinnacle’s position as a leading management provider for For-Profit Registered Providers (FPRPs). The company now manages more than 5,000 homes for over a dozen FPRPs.
As part of its social purpose, every surplus Pinnacle generates is reinvested through the Hyde Group to help tackle the UK’s housing crisis – ensuring high-quality management supports the delivery of more affordable homes nationwide.
Claire Kober on why the devil is in the commonhold details
The publication of the draft Commonhold and Leasehold Reform Bill last month has been framed as the moment England and Wales began to move beyond leasehold.
Its sweeping programme includes banning new leasehold flats once a viable commonhold framework is established; capping existing ground rents at £250, then cutting them to a peppercorn after 40 years; and abolishing forfeiture in favour of a fairer enforcement regime.
Ministers say it is one of the most significant overhauls of property law in decades, with big implications for homeowners, developers and lenders. Crucially, they say, it marks the start of the end for the ‘feudal’ leasehold system.
But as the industry prepares responses to the consultation on the bill, a key question remains: who will run commonhold buildings? Commonhold hands control to residents via commonhold associations, making them responsible for a building’s governance, finances and stewardship. The bill strengthens this by introducing a commonhold community statement (a statutory ‘rulebook’), mandatory reserve funds and ways to organise mixed-use schemes in ‘sections’ where only those affected by a service or change vote on it.
In theory, this is welcome empowerment. In practice, it is a profound operational shift. But there are useful lessons from the residents’ management company (RMC) model. RMCs work well when residents have clear governance structures and a shared understanding of their financial and management responsibilities, supported by a reliable professional team, underlining the importance of embedding similar safeguards in the commonhold framework.
"If commonhold is to succeed, then capability, not just policy, must come to the forefront."
With all its flaws, leasehold provided a clear structure, with freeholders legally responsible for the building, aided by a managing agent. Commonhold replaces that central point of accountability with volunteer homeowners’ committees.
Managing a residential block is complex work. Overseeing fire safety compliance, planning major works, setting budgets, commissioning contractors, navigating disputes and balancing residents’ and commercial occupiers’ competing interests isn’t easy. Many of leasehold’s problems, such as spiralling service charges and poor communication, reflect how challenging it is to run buildings well.
The bill promises greater transparency for residents and accountability for managing agents, but transparency does not create expertise, nor does it guarantee good decision-making by residents themselves. The sector also has yet to reckon with the sheer variety of buildings that will be expected to adopt commonhold. A small, cohesive block of six flats presents a very different governance challenge from a 300-unit, mixed-tenure block with retail, shared energy systems and complex compliance needs.
No easy transition
Even with reforms proposing to reduce the threshold for converting from leasehold to commonhold, in some cases to 50% of qualifying leaseholders, rather than requiring consensus, transition will not be straightforward. The draft bill acknowledges the phased and uncertain nature of implementation, with key timings, exemptions and transitional arrangements yet to be finalised.
This makes a fragmented landscape likely; some buildings could move swiftly to commonhold while others remain in leasehold for years, with many caught in between. A two-tier market could emerge, where forward-thinking schemes adopt the regime early and more complex buildings stall due to ownership patterns or lack of readiness.
Critics also warn that eroding freeholder responsibilities may undermine investment in building safety and long-term maintenance, especially where resident-led associations lack the resources or expertise to manage and prioritise them. Mandatory reserve funds are important, but they will not safeguard against underfunding or poor planning.
If commonhold is to succeed on the scale envisioned, then capability, not just policy, must come to the forefront. That means investing in training, professional support and governance frameworks; equipping residents to take on big responsibilities confidently; and ensuring managing agents can adapt to a more collaborative, resident-directed role. It means lenders, developers and local councils must understand the operational, not just the legal, implications.
The bill may set the framework, but the devil is in the detail. The real test will be what happens when the governance of thousands of buildings becomes the responsibility of the people who call them home.
Claire Kober
Managing Director (Homes), Pinnacle Group
This article was originally featured in Property Week, on 18th February 2026.
Pinnacle Group’s BTR portfolio reaches nearly 1,500 homes with new South London operating appointment
Pinnacle Group has been appointed by Principal Asset Management®, the US based global investment manager, to operate new Build to Rent (BTR) homes across a major development in South London.
The contract win strengthens Pinnacle’s growing role as a specialist operator in the UK’s rapidly expanding Build to Rent sector, delivering professionally managed, high quality rental homes for residents and reliable long-term performance for investors.
Pinnacle now manages nearly 1,500 BTR homes nationwide, emphasising its growing presence in the sector.
Principal has forward funded 130 BTR units at King George’s Gate in Earlsfield – part of Taylor Wimpey’s broader masterplan – and has acquired a 66-unit residential building within the Clapham Park regeneration area.
Pinnacle has now begun operating the Clapham development, which reached practical completion in late 2025. Services include resident onboarding, customer support, compliance, repairs coordination, building safety management, and community engagement.
Both schemes are located in established south London neighbourhoods with strong rental demand and excellent transport connectivity.
With the King George’s Gate project set to complete in 2027, Pinnacle will now continue to build its relationship with Principal as preferred operator of its pipeline.
“Partnering with Principal to support the delivery of high-quality Build to Rent homes in this London community reflects our commitment to what residents value most – safe, well managed homes, a responsive service and a strong sense of community. As a people-first operator, we draw on 30 years of experience combining professional management with long term stewardship to ensure stability, quality and a great rental experience for residents.”
Claire Kober
Managing Director, Homes at Pinnacle Group
The new London scheme builds on Pinnacle’s substantial and expanding national footprint. The Group now manages nearly 75,000 homes and operates across more than 10,000 locations, combining operational excellence with a commitment to creating thriving, sustainable communities.
As a standalone subsidiary of the Hyde Group, every surplus Pinnacle generates is reinvested into tackling the UK housing crisis – ensuring that partnerships such as this deliver wider social value.
Behind the Job: Debra Petrucci
Recently, Debra Petrucci, Head of Operations for the specialist Facilities Management division at Pinnacle, Pinnacle Workplace, spoke with Facilitate Magazine to discuss her role and experiences in the FM industry.
What do you do?
I am head of operations for Pinnacle Workplace, the specialist FM division of Pinnacle Group.
What attracted you to FM, and how did you get into the industry?
My background is in the hospitality industry, and I came into FM through the B&I catering sector, then through soft services with Mitie to a wider FM role now with Pinnacle.
How long have you been in your current role?
I have worked here for two-and-a-half years.
Do you see yourself predominantly as a task or a people manager?
Predominantly a people manager – our 450-plus operatives are focused on service delivery, so it’s key that we give them the right leadership and support to execute those tasks.
Would you describe your role as predominantly operational or strategic?
My role blends both; I am field-based and oversee day-to-day operations. Working alongside our teams and clients often gives me the insights that shape our strategic plans.
How many people are there in your FM team, and to whom does the FM team ultimately report?
We are an operations team of 10, and we report to the managing director of the Workplace division.
My top perk at work is…
The variety that my role brings. We oversee a number of different service lines, so no two days are the same. It’s the diversity of contracts, clients and our team that I enjoy.
What has been your biggest career challenge to date?
Continuing operations during Covid-19 while having to reduce our team was the most difficult time. Fortunately, we re-employed most of them when it was over.
If you could change one thing about the industry, what would it be?
That more people could see that the FM sector provides a varied and interesting career choice, and do more to engage with young adults at the start of their working life.
Any interesting tales to tell?
I’ve experienced some fascinating moments in FM – from managing unique sites to handling unexpected challenges – every day brings something new and keeps the role exciting.
If I weren’t in facilities management, I’d probably be…
In the legal field, probably involved in employment or corporate law.
Which “FM/Workplace myth” would you most like to put an end to?
That FM is a male-dominated industry, my experience has been quite the opposite, and I have worked with very diverse teams.
What single piece of advice would you give to a young facilities/workplace manager starting out?
Don’t be afraid to ask to be involved in projects or contract mobilisations that may push you out of your comfort zone – you will learn so much, especially about how to react to mistakes, issues and problems.
What was the weirdest day you’ve had in the office?
I once managed a contract that had a restricted nuclear area; the first time visiting that area and hearing the radiation detector was very weird – like being on a film set.
Early bird or night owl?
Early bird. Our whole ops team are early risers, so we try to get a head start on the day before the phone starts ringing or the traffic gets too bad!
What FM job in the world would you love more than anything?
I would love to oversee a royal estate like Sandringham. Managing the historical buildings would be an amazing challenge. I would particularly enjoy the grounds maintenance and arranging the dinner parties and events.
And where would FM be an absolute nightmare?
The London Underground.
Your life outside FM mostly involves…
My husband, daughter and our friends and family. We are all foodies, so my spare time is filled with lots of cooking, socialising and travelling.
This article was originally featured in Facilitate Magazine, on 6th January 2026.
Pinnacle surpasses 3,000 homes under management for L&G Affordable Homes
Pinnacle Group (Pinnacle) has announced that it now manages more than 3,000 homes on behalf of L&G Affordable Homes (LGAH), marking a significant milestone in the partnership between the two organisations.
Throughout 2025, Pinnacle has expanded its portfolio with several new developments.
In Birmingham Perry Barr, the company took on 487 homes across a mix of affordable rent and shared ownership. In Witheridge, Devon, Pinnacle currently oversees 155 homes, while Colindale in North London now contributes more than 300 additional homes under management after handover completed this month.
Further expansion is on the horizon, with International Way in Stratford set to add 79 homes at London Affordable Rent to Pinnacle’s portfolio, while Alton Brewery in Hampshire will add 84 homes.
Pinnacle provides a full range of housing management services for affordable and mixed-tenure developments, including customer service and resident engagement, repairs and maintenance coordination, compliance and safety oversight, and community development initiatives. Its approach combines operational expertise with a strong focus on customer experience, ensuring homes are well-managed and residents receive responsive, reliable support.
“Reaching the 3,000-home milestone with LGAH is a proud moment for our team. This growth demonstrates the strength of our partnership and our shared ambition to deliver safe, affordable and well-managed homes. With new developments underway, our focus remains on delivering exceptional service and building stronger communities across the UK.”
Claire Kober
Managing Director, Homes at Pinnacle Group
L&G Affordable Homes delivers thousands of new affordable, sustainable homes each year. Since its launch in 2019, LGAH has invested over £1 billion in affordable housing with an ambition to create thriving communities and achieve net-zero carbon across all new homes by 2030.
Shaun Holdcroft, Head of Affordable Homes at L&G Affordable Homes, said: “Working alongside Pinnacle to manage over 3,000 homes is a landmark achievement. As we bring additional sites online, our collective priority remains ensuring residents have access to high-quality, affordable homes backed by first-class support.”
Pinnacle expands partnership with Pears-backed MTD Housing by nearly 500 homes
Pinnacle Group (Pinnacle) has strengthened its partnership with MTD Housing, a Pears-backed for-profit registered provider, by taking on the management of an additional 475 Shared Ownership homes.
This significant expansion brings Pinnacle’s total portfolio under management for MTD to over 800 homes nationwide.
The collaboration began in January this year when Pinnacle assumed management responsibility for a newly acquired portfolio of 327 homes.
Now, the partnership extends across locations from Newquay to Norwich and Hythe to Harrogate, reinforcing Pinnacle’s national reach.
Under the agreement, Pinnacle will deliver a comprehensive range of services, including leaseholder onboarding and management, building compliance, lease management, staircasing, resales and void property management.
With a proven track record of managing over 74,000 homes across diverse tenures – affordable housing, PRS, military homes, student accommodation and later living – Pinnacle is well positioned to deliver exceptional service to both clients and residents.
This growth reflects Pinnacle’s broader success in securing key contracts over the last financial year. The company now manages over 5,000 homes on behalf of 13 for-profit registered providers, acting as a vital link between institutional capital and a housing market seeking investment.
“We’re delighted to be entrusted with these new homes and to continue building on our successful partnership with MTD. This growth demonstrates our ability to deliver consistent, customer-focused services at scale.”
Claire Kober
Managing Director, Homes at Pinnacle Group
ESG Impact Report 2025
Our latest report detailing a series of key ESG pledge successes has today been published, highlighting our progress across the four key pillars of our ESG Framework.
Today, we are delighted to publish our latest ESG impact report highlighting the exceptional service and positive difference we make to every community we serve.
This report not only celebrates our achievements but acts as a marker on our journey to net zero. This represents a substantial challenge, but is one we welcome, and are making significant strides towards.
Read our ESG Impact Report 2025
"While this year presented complex challenges in reducing emissions, we recognise that progress is not always linear. Despite these hurdles, we are proud to celebrate several milestones, including a 100% increase in electric vehicles within our fleet, 48% green energy usage across our offices and depots, and 80% of cleaning chemicals now classified as sustainable products. These achievements reflect our ongoing efforts to reduce our environmental footprint and protect our planet."
Paul de Kock
Head of Projects and Governance
Pinnacle continues to be a socially conscious and value-led business, this is demonstrated through the exceptional achievements of our people in protecting our planet, the social investments in our team and culture, and the communities we serve.
Pinnacle Group awarded communal cleaning contract for Hyde Group
We are pleased to announce that this week Pinnacle has commenced communal cleaning and waste collection services for Hyde Group’s estates, following a recent re-tender process.
Our teams will maintain the upkeep, safety and cleanliness of communal areas, ensuring they are visually appealing and enhancing the environment for Hyde's residents. Our service will also include the removal of bulk waste items to keep all areas safe and clear.
This contract follows the recent announcement that Pinnacle is now providing grounds maintenance services to Hyde homes. In preparation for the launch, Pinnacle colleagues have worked closely with Hyde’s teams to gain vital local insight and knowledge.
Mark Batchelor, Hyde’s Director of Property Services, said: “We’re committed to working with partners who can offer reliable and high-quality services to keep our communities looking their best. We know that working with Pinnacle will provide the best communal cleaning services for our estates."
“We’re delighted to have won this contract and can’t wait to get to know Hyde’s estates and customers. We know that Hyde’s colleagues and their local knowledge will be invaluable in helping us hit the ground running.”
Neil Fergus
Managing Director of Facilities Management
Pinnacle will work alongside Hyde’s Estate Services team and Neighbourhood Officers to organise drop-in sessions in the new year, giving residents the chance to meet our teams, ask questions and share feedback.
Pinnacle will provide cleaning services to all Hyde neighbourhoods, with the exception of Tower Hamlets Community Housing (THCH) homes, which employ their own cleaners. The contract does not cover homes managed by managing agents or PFI housing.
Hyde Group strategically acquired Pinnacle in October 2024, and while we operate as a standalone subsidiary, this connection allows for more joined-up services and reinvestment into social housing. Pinnacle competed in the tender process on equal footing, with the contract awarded based on service quality and value for money.
Pinnacle Group begins new grounds maintenance partnership with Hyde
We’re proud to announce that from today, 1st October 2025, Pinnacle Group begins delivering grounds maintenance services across Hyde Group’s estates.
This new partnership marks a significant step forward in enhancing the safety, cleanliness and overall appearance of communal estate areas for Hyde residents.
Our teams will be out and about wearing dual-branded Pinnacle and Hyde uniforms, making them easy to spot as they begin work in neighbourhoods.
In preparation for the launch, Pinnacle colleagues have been working closely with Hyde’s teams to gain vital local insight and knowledge.
“We’re delighted to have won this contract and can’t wait to get to know Hyde’s estates and customers. We know that Hyde’s colleagues and their local knowledge will be invaluable in helping us hit the ground running.”
Neil Fergus
Managing Director of Facilities Management
The new contract brings a more unified approach to grounds maintenance, with more frequent inspections and greater collaboration across Hyde’s estates.
In early 2026, Pinnacle will host drop-in sessions alongside Hyde’s Neighbourhood Officers, giving residents the chance to meet our teams, ask questions and share feedback.
This contract covers all Hyde neighbourhoods except those managed by external managing agents and Brent PFI.
Hyde Group strategically acquired Pinnacle in October 2024, and while we operate as a standalone subsidiary, this connection allows for more joined-up services and reinvestment into social housing. Pinnacle competed in the tender process on equal footing, with the contract awarded based on service quality and value for money.
Pinnacle Group appointed to manage BluePine Living’s affordable housing portfolio
Pinnacle Group has announced that it has been appointed as the housing management partner for BluePine Living, a new affordable housing platform backed by institutional capital and committed to delivering high-quality homes across England.
BluePine Living is investing in homes for social rent, affordable rent and shared ownership, with a focus on sustainability, customer service and long-term community impact.
Pinnacle will provide full-service housing management across the portfolio, ensuring residents benefit from responsive services, well-maintained homes and a seamless customer experience.
Dominik Ciba, Operations Director at BluePine Living, said: “We are thrilled to be partnering with Pinnacle as our housing management provider. Their proven track record and deep expertise in managing affordable housing customers makes them an ideal partner for our growth ambitions. With strong institutional capital support, this collaboration allows us to accelerate delivery of affordable homes right across the country and give our customers a very high-quality service.”
“We are delighted to be working with BluePine Living on this ambitious programme. We believe that professionally managed homes are the foundation of thriving communities. This partnership reflects our shared commitment to delivering high-quality, sustainable housing and ensuring that residents receive the best possible service.”
Claire Kober
Managing Director, Homes at Pinnacle Group
Pinnacle currently manages homes or provides services to 11 For-Profit Registered Providers (FPRPs) and is set to contract with several more, representing nearly a quarter of all FPRPs registered with the Regulator of Social Housing.
As the market leader, Pinnacle offers institutional-grade services tailored to institutional investors, combining deep sector knowledge, regulatory compliance and high performance with a commitment to delivering the best possible outcomes for residents.
The partnership will initially support homes in Worcestershire, Suffolk and Warwickshire with further developments planned across England. Pinnacle’s role will include tenancy management, repairs coordination and community engagement.
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.”