Pinnacle Group expands partnership with Zen Housing at landmark Camden scheme
Pinnacle Group has expanded its growing partnership with Zen Housing, a for-profit registered provider (FPRP), with the addition of 60 Intermediate Rent apartments at Camden Goods Yard, a landmark regeneration development in North London providing much-needed affordable homes.
The homes are located at Market House, part of the wider Camden Goods Yard scheme, which is transforming a former industrial site into a vibrant mixed-use neighbourhood close to Chalk Farm and Primrose Hill.
The scheme has already proved exceptionally popular, attracting more than 600 applications from the highest-priority applicant group alone, with all 60 homes expected to be fully let this month.
"The response to these homes has been remarkable and reflects the reality of London's housing challenge. Every affordable home delivered makes a real difference, giving people the security of a quality home and the chance to put down roots in one of London's most vibrant new communities. We're proud to be growing our partnership with Zen Housing and supporting its ambition to deliver well-managed, affordable homes in places where people want to live and work."
Claire Kober
Managing Director – Homes at Pinnacle Group
The Camden Goods Yard scheme takes Pinnacle's portfolio on behalf of Zen Housing to 400 homes, emphasising the rapid growth of the partnership and shared commitment to delivering high-quality affordable housing nationwide.
The company has also recently taken handover of a further 85 Zen homes in New Malden, South West London, with the remaining 60 coming under the company's management in the coming months.
A Zen Housing spokesperson said: "Camden Goods Yard is a fantastic example of what strong partnerships can achieve. As of June, Zen Housing has delivered 448 affordable homes, and we're committed to continuing that momentum by providing high-quality homes in well-connected, thriving communities. We're pleased to be working alongside Pinnacle Group to ensure residents enjoy a positive experience from the day they move in."
The expansion further strengthens Pinnacle's position as a leading housing management partner for the growing FPRP sector. The company has now become the manager of choice for around a quarter of all for-profit registered providers registered with the Regulator of Social Housing, reflecting its growing reputation for delivering high-quality, resident-focused housing management services nationwide.
Pinnacle helps kick off Hyde’s Summer of Football
Pinnacle is proud to be supporting Hyde's Summer of Football initiative, helping deliver 1,800 footballs to community organisations across England and creating new opportunities for children and young people to get active.
The footballs are being distributed to around 40 community organisations across 17 regions, helping local groups encourage play, physical activity and social connection within their communities.
As part of the project, Pinnacle colleagues have provided transport and logistical support, ensuring footballs reach community organisations, schools and local groups safely and efficiently.
The initiative reflects a shared commitment between Hyde and Pinnacle to creating thriving communities and supporting the organisations that make a difference locally.
Building on Hyde's investment in the balls, Pinnacle has created a Community Prize Programme designed to maximise community impact and leave a lasting legacy.
Community organisations receiving footballs will have the opportunity to win a range of prizes that promote participation, wellbeing and community connection.
The programme includes two gold community prizes, featuring large-scale family football festivals and ongoing sporting activities; four silver community prizes to support local sport and play opportunities; and six bronze community prizes providing additional footballs and activity resources.
The gold community prize events, planned for later this year, will bring together residents, community groups and local partners for family-focused celebrations featuring sport, activities, wellbeing support and volunteering opportunities.
"We're proud to support Hyde's Summer of Football initiative and play our part in creating opportunities for children, families and communities across the country.
While our colleagues have helped ensure the footballs reach the organisations that need them, we're also excited to build on Hyde's investment through our Community Prize Programme. By bringing together residents, local organisations and community partners, we're helping to create opportunities that encourage healthier lifestyles, stronger connections and a lasting community legacy."
Peregrine Lloyd
Group Chief Executive
The project forms part of Pinnacle's wider commitment to delivering social value and creating positive impact in the communities we serve.
Pinnacle Workplace secures facilities management contract at Teesworks
Pinnacle Workplace has been appointed to deliver the site-wide cleaning contract across Teesworks, the UK's largest industrial zone and one of the country's most significant regeneration and clean energy developments.
Under the contract, Pinnacle Workplace will provide a comprehensive range of services across the estate, including internal cleaning, waste management, deep cleans, emergency call-outs and legionella flushing.
The contract covers a diverse portfolio of occupied offices, operational buildings, gatehouses and welfare facilities across the Teesworks site in Redcar and Cleveland.
Located within the South Tees Development Corporation area, Teesworks is the UK’s largest freeport and is transforming a former steelmaking site into a world-class industrial, manufacturing and clean energy hub.
Spanning more than 4,500 acres, the development is home to major investments in offshore wind, carbon capture and advanced manufacturing, and is expected to create thousands of jobs while driving economic growth across the Tees Valley.
"Teesworks is one of the UK's most exciting regeneration projects and a development of national significance. We are delighted to have been selected to support such an ambitious programme and look forward to delivering high-quality services that help create safe, clean and welcoming environments for everyone working across the estate."
Greg O’Brien
Managing Director of Pinnacle Workplace
Pinnacle Workplace is the specialist workplace and facilities management division of Pinnacle Group, providing cleaning, security, maintenance and integrated facilities management services for a wide range of public and private sector clients.
Pinnacle Group celebrates double award win for landmark Manchester scheme
Pinnacle is celebrating a double success for No.1 Ancoats Green, the flagship Manchester development it manages via its Place By Pinnacle operation on behalf of Manchester City Council's housing company, This City.
The development has received two prestigious industry awards, demonstrating its success in delivering high-quality, sustainable homes and creating a thriving community in the heart of Manchester.
At the Northwest Regional Construction Awards, No.1 Ancoats Green was named Residential Building of the Year, recognising the quality, innovation and delivery of the scheme. The success continued at the Unlock Net Zero Awards, held during the Housing 2026 Conference, where This City was named Landlord of the Year.
Appointed in 2025, Pinnacle's role at No.1 Ancoats Green marked the Group's first major housing management contract in Manchester.
Located in the heart of Ancoats, the development comprises 129 low-carbon homes, including 119 apartments and 10 townhouses, designed to help meet the city's growing demand for high-quality, affordable housing. Thirty per cent of the homes are let at Manchester Living Rent levels, helping to ensure accessibility for residents across the city.
The development is managed through Place By Pinnacle, Pinnacle’s specialist residential lettings and management operation, which supports build-to-rent, market-rent and mixed-tenure communities nationwide. Through this service, the team delivers a comprehensive housing management solution encompassing lettings, tenancy management, resident engagement and maintenance, supported by a dedicated on-site property manager.
"These award wins are a real testament to the vision behind No.1 Ancoats Green and the strength of the partnership that has brought it to life. We're proud to be supporting a community that's already making such a positive impact."
Claire Kober
Managing Director, Homes at Pinnacle Group
No.1 Ancoats Green was developed by This City as part of Manchester City Council's ambition to deliver high-quality homes that meet the needs of local people and the wider community.
Residents benefit from access to high-specification homes, green spaces and the nearby Ancoats Mobility Hub, helping to create a sustainable and connected neighbourhood.
Pinnacle joins Hyde’s school uniform campaign to support families
Pinnacle is this year supporting the Hyde Group’s school uniform campaign by sending vouchers to eligible residents of Pinnacle Spaces and Pinnacle Affordable Homes, our two registered providers.
Hyde, who made a strategic investment in Pinnacle 18 months ago, ran the campaign for the first time last year, to help families with the cost of school uniform.
This year, the programme has been extended to Pinnacle residents, meaning more families can benefit.
The offer includes both primary and secondary school children, with eligible residents receiving a voucher worth £50 per child, which can be spent online with school uniform supplier Trutex Ltd.
Last year alone, the programme supported over 1,000 families with primary school aged children to buy over 8,000 items of school uniform.
Claire Kober, Managing Director for Homes, said: “For families with school-age children, the start of a new academic year can bring significant additional costs, and uniform is often one of the biggest pressures.
Being part of the Hyde Group means we can bring this established support to Pinnacle residents for the first time, helping parents and carers access the essentials their children need for school.”
Pinnacle marks Armed Forces Week
Armed Forces Week has been an opportunity for us to recognise the dedication of those who serve and the wider community that supports them.
We’re proud to have many veterans, reservists, cadet force volunteers and military family members working across our company. As a signatory of the Armed Forces Covenant Gold Award, we are committed to supporting the armed forces community in everything we do.
Through our work supporting more than 49,000 service family homes across the UK on behalf of the Defence Infrastructure Organisation (DIO), we play an important role in helping create stable, supportive communities.
Supporting service families
As a Housing Officer, Paula brings deep professional expertise but also a personal connection to the military community at RAF Cranwell.
“I’ve worked in housing since 1999, including social housing, but supporting service families is something special,” she says.
Her visible, hands-on approach has made her a trusted and familiar presence for residents – with returning families often greeting her with: “I’m so glad it’s you.”
Celebrating cadets and volunteers
One of the 25,000 adult volunteers across the country is our Housing Officer Gerald Lawton – or Captain Lawton to his Army Cadets.
He recently spent a week at Otterburn Training Camp alongside 700 cadets and 147 instructors.
Acting as Commander of the National Corps of Drums, he supported cadets as they developed their skills, confidence and teamwork, culminating in a Beating the Retreat performance.
Two roles, one purpose
Regional Manager Kayleigh Pennington balances leading services for 16,500 homes with her role as an RAF Reservist.
As she explains: “Whether I’m in my corporate dress or in uniform, the focus is the same – supporting people. My civilian role is about creating stability and support for military communities. My reservist role challenges me in different ways; teamwork, adaptability and operational readiness.”
Kayleigh is also featured in the RAF’s Reserves Day film, showcasing the role of reservists across the UK.
Watch the video: https://www.youtube.com/shorts/ZuKMQxK9ws8
Pinnacle welcomes first residents to new Preferred Homes Limited extra care scheme
Pinnacle Group has begun welcoming residents to Gilbert House in Hucknall, Nottinghamshire, marking an important milestone in the delivery of high-quality extra care housing in the area.
The first eight residents have now moved into the new development and are settling into their homes, with the scheme’s on-site Bistro now open to provide a welcoming social space at the heart of the community.
Gilbert House is one of three extra care developments Pinnacle is managing on behalf of Preferred Homes Limited (PHL), backed by Nuveen Real Estate, alongside Hunslet Moor House in Leeds and Stirchley House in Telford.
In total, Pinnacle has been appointed to manage eight PHL developments, which will be delivered over the coming months and years. Each scheme has been designed to support independent living for older people, with modern apartments complemented by communal facilities and tailored on-site support.
The opening of Gilbert House reflects the shared ambition of Pinnacle and PHL, a Nuveen-backed provider of later living accommodation, to deliver high-quality, affordable extra care housing that enables residents to live independently while staying connected to their community.
At each site, Pinnacle provides a dedicated Scheme Manager who oversees the day-to-day running of the accommodation, from coordinating repairs and ensuring building compliance to arranging social activities that help residents feel connected and supported.
Emily Cook, Head of Extra Care and Regional Operations, said: “It’s fantastic to see residents moving into Gilbert House and beginning to build a new community. The opening of the Bistro is a key moment, creating a social hub where residents can come together, and it’s a great example of how these schemes support not just independent living but also wellbeing and connection.”
Findlay MacAlpine, Chief Executive of Preferred Homes, said: “Seeing the first residents move into Gilbert House is a proud moment for everyone involved. Our ambition is to provide high-quality, affordable extra care housing that helps people live independently, with the right support, in communities where they can feel connected and at home. We’re pleased to be working with Pinnacle to ensure residents are welcomed into a safe, well-managed and vibrant environment from day one.”
Pinnacle Group is a market-leading provider of integrated housing, neighbourhood and workplace solutions, managing and maintaining places on behalf of clients and communities nationwide.
Operating across a portfolio of over 10,000 delivery sites and nearly 78,000 homes, the company delivers services across the UK – from Cornwall to Cardiff, Hull to the Hebrides – with a footprint that spans everything from small rural communities to major metropolitan centres in the country’s key cities.
Pinnacle Group strengthens its expertise in strategic service delivery and asset management with the appointment of Hadleigh Standen
Pinnacle Group has today announced the appointment of Hadleigh Standen, formerly of the Cabinet Office, as Divisional Director within its Homes division.
The appointment brings significant central Government expertise into Pinnacle’s senior leadership team, reflecting the company’s continued focus on delivering high-quality, customer – focussed services across its housing and community infrastructure portfolio.
Hadleigh joins Pinnacle following four years in the Civil Service, where he held senior roles in the Cabinet Office, working across both the Government Commercial Function and the Office of Government Property.
During this time, he supported departments across facilities management and construction and played a key role in driving improvements to the condition and performance of the government estate.
Hadleigh Standen, Divisional Director, Homes at Pinnacle Group, said: “I’m delighted to be joining Pinnacle at a time when the role of housing services in supporting communities has never been more important. My time in the Cabinet Office gave me a unique perspective on the scale and complexity of public service delivery, and I’m looking forward to bringing that insight back into a delivery environment. Pinnacle has a strong track record and I’m excited to be part of the next phase of its growth.”
Hadleigh’s experience at the centre of Government has given him a deep understanding of the complexity, accountability and operational challenges associated with delivering services at scale.
Prior to his time in Government, Hadleigh spent two decades in the private sector delivering services to public sector clients, including senior commercial and operational leadership roles in the FM Divisions of a number of global FM, construction and energy businesses. He also previously worked at Pinnacle, where he was Head of Facilities Management, making this a return to the business.
In his new role, Hadleigh will support both the strategic direction and operational delivery of key contracts, including Pinnacle Service Families – Pinnacle’s contract to manage 49,000 service family homes nationwide. Drawing on his cross-sector experience, he will help to further strengthen services for residents and clients.
Pinnacle Group Chief Executive, Perry Lloyd, said: “We are very pleased to welcome Hadleigh back to Pinnacle. His recent experience at the heart of Government, combined with his strong background in service delivery, gives him a valuable perspective that will strengthen our business. We look forward to the impact he will make as we continue to evolve and enhance our services.”
Claire Kober on why the sector must map the politics as carefully as planning policy
When putting pen to paper for this column, the age-old adage that a week is a long time in politics has rarely felt more accurate. The story of the day was the local elections, but in short order that narrative has widened into a potential national leadership contest, a by-election and fresh speculation about the shape of local leadership.
What is unmistakable is the scale of change. Reform UK surged by around 1,450 councillors, Labour lost around 1,500, the Conservatives were down more than 560 and the Greens were up more than 440. With Reform and the Greens collectively outpolling Labour and the Conservatives, the decline of traditional parties continues as voting behaviour fragment further. Just as important as the party arithmetic is the map: more councils now sit in No Overall Control (NOC), and more places have shifted political colour or moved from single-party control.
For the sector, this matters because elections don’t just change the politics, they change the process. Planning is a quasi-judicial system, but it is also a democratic one, and it runs on relationships, member confidence and institutional memory. When you combine political churn with a large cohort of brand-new councillors, the immediate effect can often be greater friction in decision-making.
New councillors, understandably, want to demonstrate visibility and responsiveness to the electorate. One of the quickest ways to do that is to make sure applications that would ordinarily be signed off under delegated powers are instead heard in public at planning committee. ‘Call-in’ powers vary by authority, but the practical outcome is similar: more schemes go to committee, more items are deferred and more officer time is pulled into additional reports, briefings and presentations.
In NOC councils, those dynamics are amplified. Committee chairs and cabinets can change quickly, informal ways of working have to be renegotiated, and the margin for misunderstanding widens when members are still learning what is (and isn’t) a material planning consideration. It can also take time for a new administration to form in NOC authorities, which can elongate decision-making in the early weeks as roles, priorities and governance arrangements settle.
Across housing and development organisations, that churn is being felt immediately. Council leaders, housing portfolio-holders and scrutiny chairs may have changed but so too have ward councillors who are often the first port of call for residents. In practice, that means two things: more member interest in live planning decisions – including a greater willingness to call-in, question or vote against applications as a visible sign of responsiveness – and a likely increase in day-to-day casework as new members begin picking up resident issues.
To my mind, the property sector’s response should be equally practical: track who has been elected, reach out early and make it easy for new members to understand your footprint in their wards – what you manage, what you are building and the quickest way to get the right issue to the right person. Clear, consistent routes for contact and escalation become just as important as the planning strategy, particularly in the first few months of a new council term.
Given the other shift is political breadth, engagement needs to widen. For years, many in the sector have built their local engagement playbooks around Labour and Conservative-led administrations. With Reform and the Greens increasing their representation in many places, alongside greater political fragmentation, there are less tested delivery programmes. The onus is on us to explain, plainly and locally, how housing proposals translate into resident outcomes: affordability, management standards, retrofit, design quality, infrastructure and long-term stewardship.
The overall procedural slowdown also lands at an awkward moment nationally. The government’s headline ambition is to deliver 1.5 million homes over this Parliament. Regardless of how achievable it seems, delivery hinges on up-to-date local plans, well-briefed committees and decisions being made at pace. A system that is more fragmented politically, with more first-time members and more committee churn, makes that harder to achieve.
It is tempting, particularly in the first weeks of a new administration, for some councillors, depending on their politics and pre-election campaigns, to think that local people are anti-development. The picture is more nuanced. Research by More in Common suggests the public does not see housing and environmental concerns as mutually exclusive. In fact, half agree the government can both build new homes and protect nature, and people tend to judge development case-by-case rather than oppose it as a matter of principle. However, in an age of identity politics where pragmatism is in short supply, focusing on the human benefits of development – the difference it makes to individuals, families and communities, must surely be part of the solution.
The message for the sector is clear: if schemes arrive framed as ‘growth at all costs’, they will struggle. But where proposals are genuinely place-led, take local infrastructure into account and are broadly nature-positive, there is political and public permission to proceed.
So, what should the sector do now? First, map the politics as carefully as the planning policy: understand who is new, who chairs committee and where informal coalitions sit.
Second, invest early in member engagement and briefings that focus on material considerations, viability, design quality and deliverable mitigation. The aim should be to help councillors feel confident, not cornered.
Third, expect longer timetables and build that into transactions and programmes; a committee route is not failure, it is often the new normal. Finally, treat nature and affordability as core components of the offer, not bolt-ons. In a fast-changing local government landscape, the winners will be those who make it easiest for newly elected members to say ‘yes’ in public – because schemes are demonstrably good, and the decision is defensible.
Claire Kober
Managing Director (Homes), Pinnacle Group
This article was originally featured in Property Week, on 19th May 2026.
Pinnacle Group expands property management portfolio with commercial mandate supporting nearly 200 community assets
Pinnacle Group will expand its property management services with the addition of nearly 200 commercial properties to its portfolio, strengthening its role as a market-leading provider of integrated housing, neighbourhood and workplace solutions.
The new instruction sees Pinnacle managing a diverse range of commercial and community-facing properties on behalf of Hyde Group, following Hyde’s strategic investment into Pinnacle in October 2024. Pinnacle’s role will involve income collection, lease management, rent collection and compliance reporting.
The commercial properties span a broad mix of uses that play a vital role in local communities, including children’s centres and nurseries, community centres, dance studios and offices, as well as a wide variety of retail and service units. These range from grocers, butchers, bakeries and cake shops to hair and beauty salons, opticians, post offices and supermarkets.
Geographically, the portfolio is concentrated in London, with additional properties located across Kent, the wider South of England, and Peterborough. Together, the sites represent a diverse and active estate that supports both local economies and essential community services.
“This commercial property instruction demonstrates the growing scope and breadth of Pinnacle’s management capacity & capability. This new contract is a strong reflection of our evolving partnership with the Hyde Group and our shared commitment to creating well managed places that support thriving communities.”
Jim Saunders
Group Business Development Director
Andy Hulme, Group Chief Executive Officer of the Hyde Group, commented: “This instruction builds on our growing combined offer with Pinnacle Group. Their expertise in managing complex, mixed-use environments gives us confidence that these assets will be managed to a high standard, supporting thriving community spaces and strengthening our collective offer to clients and customers.”
Operating across a portfolio of over 10,000 delivery sites and nearly 80,000 homes, Pinnacle Group delivers services nationwide, with a footprint that spans everything from small rural communities to major metropolitan centres in the country’s key cities.
The expanded mandate further broadens Pinnacle Group’s operational scope, drawing on its established expertise in managing complex, mixed use environments and customer focused services, while reinforcing its long term growth strategy.
Pinnacle Group delivers sustained growth across homes, neighbourhoods and workplaces
During the 2025–26 financial year (April 2025 to March 2026), Pinnacle Group secured over £70 million of new contracts (total contract value), reflecting continued confidence in its ability to deliver high‑quality housing management, neighbourhood and workplace solutions across the UK.
These successes supported a significant expansion of Pinnacle’s housing operations. Over the year, the Group extended its nationwide housing portfolio by more than 3,000 homes, bringing the total to over 78,000 homes under management.
https://youtu.be/qsVD-Czwt4o
Growth was driven by a series of new appointments and partnership extensions with local authorities, affordable housing investors and neighbourhoods contracts, including further expansion with Legal & General Affordable Homes, where Pinnacle now manages over 5,000 homes – more than 70% of their total portfolio.
The Group also strengthened relationships with partners such as Morgan-Stanley backed Flint Housing and Pears‑backed MTD Housing, where Pinnacle’s managed portfolio grew by nearly 500 homes.
Pinnacle continued to strengthen its position within specialist investor-led housing markets. Its institutional investor management portfolio grew to over 12,000 homes nationally, supported by new appointments with organisations including BluePine Living and Zen Housing, while its own For‑Profit Registered Provider (FPRP) portfolios expanded to more than 1,500 homes.
The Group’s market rent portfolio, via its Place by Pinnacle brand increased by over 20%, with continued growth within new-build Build to Rent schemes nationwide, including a landmark new contract on behalf of This City, an arms-length Build to Rent developer owned by Manchester City Council.
Pinnacle expanded its neighbourhood service provision to more than 10,000 locations across the UK, including block cleaning, caretaking, grounds maintenance, concierge and estate services. During the year, Pinnacle was appointed to deliver communal cleaning and grounds maintenance services for across the whole Hyde Group portfolio.
Pinnacle handled over one million customer calls during the year through its 24/7 contact centre operations, supporting more than 50 clients across housing, local and central government. The company’s focus on service excellence was recognised with the achievement of ServiceMark accreditation, reflecting consistently high standards of customer experience.
A notable development during the year was the launch of Pinnacle Workplace, a new national brand delivering workplace services across more than 80 locations. This included a flagship three‑year, £15 million contract at JCB’s global headquarters, providing specialist facilities management services and production support.
Pinnacle continued to make an impact in communities through its work with government and local partners. Through the Meadowship scheme with Bromley Council, the Group has now supported more than 400 families to move from temporary into permanent accommodation. Pinnacle also supported over 11,000 families into Service Family Accommodation on behalf of the Ministry of Defence and surpassed 500 families housed under the MOD’s Afghan Relocation and Assistance Policy.
Investment in innovation remained a priority. During the year, Pinnacle strengthened its AI and automation capabilities, enhancing its resident app, Ark, and scaling the use of collaborative robots (cobots) – autonomous machines that work alongside colleagues to improve efficiency, consistency and service outcomes across neighbourhood services.
“Over the past year, we have continued to grow the scale and reach of the business while staying focused on what matters most: delivering well managed homes, neighbourhoods and workplaces which result in strong communities and satisfied customers. I’m proud of the impact our teams have made across the country and the trust our client partners continue to place in us.”
Perry Lloyd
Group Chief Executive
Pinnacle Group to manage homes at London’s iconic Oxo Tower
Pinnacle Group has been appointed to manage more than 160 homes in and around the iconic Oxo Tower on London’s South Bank, working in partnership with Coin Street Housing Secondary Housing Co-operative, which will become South Bank Community Housing Co-operative.
The appointment follows the coming together of homes previously managed by the Palm, Redwood and Iroko housing co-operatives, as part of a wider transition towards a single co-operative structure.
Established to great note in the late 1990s and early 2000s, each of the schemes made their mark for their distinctive architecture and strong community focused neighbourhood that Coin Street has nurtured for over 40 years.
Just behind the Oxo Tower, Pinnacle will oversee 27 homes, including ten houses, a four-storey block containing five two-bed flats and a ten-storey block comprising ten one-bed flats.
In the tower itself, Pinnacle will manage 78 homes, spanning floors three to seven. These include eight one-bed flats, 45 two-bed flats and five three-bed homes.
A short walk away, to the Southwest of the Tower, Pinnacle will take responsibility for 59 homes arranged around a much-loved communal garden, including 32 five-bed houses, six three-bed maisonettes and 21 one and two-bed maisonettes and flats.
The appointment further strengthens Pinnacle Group’s position as a market-leading provider of integrated housing, neighbourhood and workplace services. With a footprint spanning over 75,000 homes and more than 10,000 delivery locations across the UK, Pinnacle brings more than three decades of expertise in managing and maintaining places with professionalism, consistency and care.
Pinnacle will work collaboratively with Coin Street Housing Coop to ensure homes and shared spaces are safe, well maintained and cared for, supporting communities that feel proud, connected and resilient.
Nabeel Alhassan, Chief Officer, South Bank Housing Co-operative, said: “We are proud of the community led neighbourhood that has been built here over the past 40 years. Bringing these homes together under a single co-operative structure is an important step in continuing that legacy. As we begin this new chapter with Pinnacle Group as our managing agent, our focus is on ensuring residents receive a reliable, high-quality service, while keeping the co-op at the heart of how decisions are made. We remain accountable for those services and look forward to working closely with Pinnacle and residents to support a community that feels well cared for, connected and valued.”
“We’re delighted to be partnering with Coin Street to manage these important homes at the heart of London’s South Bank. Coin Street has built one of the capital’s most enduring community-led neighbourhoods, and we share their commitment to inclusive, thriving places. Our focus is on delivering a high-quality, people-centred service every day. We look forward to working closely with residents, colleagues and partners to support these communities.”
Claire Kober
Managing Director, Homes at Pinnacle Group