News

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

The Pinnacles 2026

https://www.youtube.com/watch?v=JYUBLmUYX5k

On 26th March, The Pinnacles, our annual staff awards ceremony, took place at the Barbican Centre in London, celebrating the exceptional achievements of our teams.

More than 80 colleagues came together to celebrate the people and teams who've made a real difference across the business this year.

A total of 21 finalists were celebrated from across all areas of the business in seven new award categories, designed to champion both teams and individuals. The finalists were selected from nearly 300 nominations made by colleagues, who were encouraged to submit those who inspire positive change, deliver exceptional service and live our values every day, helping to shape an organisation we’re all proud to be part of.

Peregrine Lloyd, Chief Executive of Pinnacle Group, said: “The Pinnacles are about recognising the colleagues who live our values every day. It has been a privilege to celebrate this year’s outstanding achievements and the difference our people make across communities nationwide.”

Congratulations to all of this year's finalists and winners!

The Pinnacle Award
Mick Furlong

Mick, who is an Area Supervisor on our Yorkshire Police contract, has served with dedication for 16 years, consistently setting the standard through his hard work, pride, and professionalism. Unfortunately, Mick was unable to attend in the afternoon, so Colin Hill, Regional Operations Manager, accepted the award on his behalf.

Congratulations to Mick and our other Pinnacle Award finalists:

• Leon Simpson, Quality Manager, Projects & Governance
• Jenna Burford, Housing Officer, Pinnacle Service Families

Heart of Pinnacle Award
Katy Strick

For 15 years, Katy Strick, Receptionist, has been the first face people see when they walk through the doors of Holborn Tower and the last person they meet as they leave. In that role, she has done far more than welcome visitors. Katy has quietly shaped the culture of our head office. Every day, she brings professionalism, warmth and a sense of calm that sets the tone for the whole office.

Outstanding Leadership Award
Emily Cook

Emily is Head of Extra Care and Regional Operations in our Homes division. She demonstrates exceptional leadership through her positivity, support, and dedication to her team. Emily brings an energy that inspires confidence and motivates everyone to excel. She creates a safe environment where questions are welcomed, development is supported, and challenges are faced together.

Congratulations to Emily and our other Outstanding Leadership Award finalists:

• Lewis Spiers, Supervisor, Soft FM
• Hayley Coates, Shift Manager, Pinnacle Connect

Collaboration Award
David Bruce

David is a Housing Officer on the Pinnacle Service Families contract who excels through his collaboration with DIO’s repairs and maintenance contractors, military welfare teams, and colleagues across the service community. His joined‑up approach consistently delivers the best outcomes for families. David also achieved over 30 five‑star Trustpilot reviews in the past year.

Congratulations to David and our other Collaboration Award finalists:

• Sarah Chapman, Customer Satisfaction and Insight Manager, and Sarah Hampson, Continuous Improvement Manager, Pinnacle Service Families
• Steve Box, Ben Hawley, Colin McPhail and Liz Preedy, Bidding Team

Frontline Hero
John Hanson & Helen Regan

Housing Support Officer, Helen and Maintenance Manager, John demonstrated exceptional commitment to our values during an incident with a vulnerable tenant. When other agencies stepped back, Helen and John carried out a welfare check. Receiving no response, they checked through the windows and found the tenant unconscious. They called the emergency services and gained access, with paramedics confirming their swift intervention likely saved his life.

Congratulations to John and Helen, and our other Frontline Hero finalists:

• Norma Thompson, Move Assistant, Pinnacle Service Families
• Sarah Reeves, Chef Manager, Pinnacle Workplace

People & Planet Impact Award
Douglas Din

Douglas is a cleaner in Brockley. He consistently goes above and beyond his role, delivering excellence through his high-quality cleaning standards, safe pesticide control, and proactive support for vulnerable residents, including clearing overgrown gardens and assisting with essential outdoor tasks.

Congratulations to Douglas and our other People & Planet Impact Award finalists:

• North Region (South) Team, Pinnacle Service Families
• Adrian Heaven, Housing Officer, Pinnacle Service Families

Trailblazer Award
Josh Fenton

Contract Safety Manager at Pinnacle Workplace, Josh’s leadership has transformed the health and safety culture on the JCB contract. He consistently challenges established practices to make improvements and most notably redesigned the permit to work system now adopted across multiple divisions.

Congratulations to Josh and our other Trailblazer Award finalists:

• Jo Kerry, Head of Regional Operations, Pinnacle Service Families
• Laura Newey, Account Director, Legal and General

Behind-the-Scenes Star
Ayaz Jan

Ayaz, a Data and Reporting Analyst, is recognised for his calm problem-solving approach and dedication. He delivers accurate, high-quality insight that underpins critical decision making on the Pinnacle Service Families contract.

Congratulations to Josh and our other Trailblazer Award finalists:

• Aidan Chapman, Superintendent, Kirklees Schools Team
• Maria De Fatima De Jesus Caldeira, Cleaner, Myatts Field North

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

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 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 expands FPRP portfolio following partnership with Zen Housing

Pinnacle Group has announced a new partnership with Zen Housing, a for-profit registered provider (FPRP), further strengthening its position as the leading housing management provider for institutional investors and emerging affordable housing platforms.

Through this partnership, Pinnacle is now managing 135 homes on behalf of Zen, following a series of handovers over the summer at Oadby in Leicestershire, Desborough in North Northamptonshire and Chertsey in Surrey.

The most recent and largest handover took place at Wembley Way, London, where 104 new Shared Ownership and Affordable Rent homes were delivered in partnership with Quintain and SO Resi Partnerships.

“This partnership reflects the growing demand for professional, resident-focused housing management services in the for-profit registered provider space. We are proud to be working alongside Zen and to be the trusted partner of choice for organisations seeking to deliver high-quality, affordable homes at scale.”

Claire Kober
Managing Director, Homes at Pinnacle Group

With the addition of Zen Housing, Pinnacle now manages homes on behalf of 11 for-profit registered providers, including partnerships with MTD Housing (backed by Pears), NewArch Homes (backed by Octopus Investments).

Sergey Pichugin, Operations Director Asset Management at Zen Housing, said: “Our partnership with Pinnacle reflects a shared commitment to providing well-managed, affordable homes that residents can be proud of. Their strong operational capability and focus on community outcomes make them a valuable partner for Zen as we expand across the UK.”

Pinnacle’s comprehensive housing management offer includes tenancy and estate management, repairs coordination, compliance and resident engagement. With over 74,000 homes under management across all tenures, Pinnacle combines sector expertise with a commitment to delivering exceptional service and community impact.

As the market continues to evolve, Pinnacle remains the go-to partner for institutional investors seeking scalable, high-quality housing management solutions.

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.

Claire Kober on how management shapes affordable housing

Affordable housing has long been a priority on political agendas, but too often the conversation stops once the cranes come down and the ribbon is cut.

With the government pledging to build half a million affordable homes in its first term, backed by £39bn in public funding, the emphasis has understandably been on speed, scale and headlines. But in the rush to “build, build, build”, we risk forgetting that building homes is just the first step towards truly making affordable housing a reality in this country. It is what happens next, including how those homes are managed, lived in and sustained, that determines whether they truly serve the communities they are meant to support.

This is where housing management plays a key role. It may not attract many headlines when done well, but its impact is significant. Housing management is what turns bricks and mortar into safe, secure homes. It ensures that affordable housing lives up to its social promise – not just on completion but for decades to come.

If we are serious about addressing the housing crisis, we must be equally serious about how homes are managed once the keys are handed over.

"The sector needs more than just builders and landlords; it needs experienced housing operators."

Good housing management covers everything from lettings and repairs to resident engagement, neighbourhood safety and long-term maintenance. Done right, it creates stable communities, supports resident wellbeing and generates trust in the social and affordable housing system. Done poorly – or neglected entirely – it leads to disrepair and, in some cases, even disaster.

It is not just about delivering social outcomes in isolation. For investors, effective management is what locks in long-term value.

With the government increasingly relying on private capital to help meet its ambitious housing targets, the question investors are asking is not just ‘how many homes?’ but ‘what kind of return?’ That return increasingly includes social and economic impact, not just financial gain. In fact, it is the social and economic outcomes – such as high resident satisfaction, well-managed assets, lower arrears, reduced turnover and fewer void periods – that often lay the foundation for sustained financial performance.

The sector needs more than just builders and landlords; it needs experienced housing operators that understand the full lifecycle of housing delivery – partners that can navigate complex regulation, maintain properties to high standards and, most importantly, put residents at the heart of decision-making. These are the players that can bridge the gap between capital and community, delivering value for money for the taxpayer, satisfaction for the resident and reliable returns for the investor.

Reframing the conversation

This shift is already under way. We are seeing for-profit registered providers increasingly team up with professional housing managers that bring scale, rigour and a focus on residents.

But the government has a role to play, too. As it pushes forward with its housing strategy, it must ensure that management quality is one of the metrics for success. That means encouraging partnerships between investors, housing providers and expert operators, as well as setting standards not just for construction but for care, recognising that a well-managed home is a public good, just as much as a newly built one.

This is where the conversation about affordable housing needs to be reframed. Instead of measuring progress purely in the number of new affordable homes delivered, we need to start measuring it in outcomes: improved lives, thriving communities and sustained value. A home is not a product but a daily experience, and that experience is shaped not by the builder who laid the bricks but by the team that shows up day after day to fix the boiler, respond to concerns and create a sense of place.

When the headlines fade and the construction dust settles, what remain are the people who live there and the systems that support them. If we want to ensure that affordable housing is not just more housing but better housing, then housing management must become a bigger part of the equation.

Claire Kober

Managing Director (Homes), Pinnacle Group