|
THE ESSENTIALS
Role: Head of Housing
Platform: PPHA
Status: Full time, permanent
Salary: £80,000 to £100,000
Bonus: 25%
Base: London. We typically work 4 days in the office, 1 day from home
Hours: 37.5 hours per week
Start: ASAP
|
THE BENEFITS:
- 25 holiday days per year
- 4 ‘Me Days’ per year (take a Me Day to focus on you!)
- Team social events and trips
- Wellness allowance of £70 per month to be used for gym, classes, physio or other wellness costs
- Private healthcare with Vitality
- Mintago financial platform
- Drive Electric salary sacrifice
- Enhanced maternity, paternity and parental leave
- Employee referral scheme: £2,000 towards a getaway of your choice
|
HSPG: A social impact real estate company
Our mission is simple: Building partnerships, creating homes, developing communities.
There is a critical lack of affordable housing across the UK, affecting the most vulnerable people in our community.
We build long-term partnerships with Local Authorities to acquire and manage demand-driven social and affordable housing across various tenures, as per the image below.
Across HSPG’s Living Sector platforms, we are actively acquiring 2,500 high-quality homes from national housebuilders and developers by the end of 2025. These properties are managed by our experienced team, grouped into portfolios, and funded by our institutional investment partners.
HSPG aims to positively impacts our residents’ lives, while providing long-term, sustainable returns for our investment partners.
Core Behaviours:
Core mission:
Your core mission is to run the housing operation to the highest possible level, ensuring that every customer receives a personalised experience, and can move into their new home with ease, comfort and excitement.
You are responsible for the day-to-day performance of housing services across PPHA, ensuring customers receive safe, compliant and well-managed homes from move-in through long-term occupation.
You oversee managing agents and service delivery partners, holding them to agreed standards across repairs, voids, lettings, complaints, ASB, safety ,compliance and customer engagement.
You monitor risk closely and escalate early, ensuring the Housing Director has clear visibility of operational exposure.
You are the operational owner of the customer journey. You ensure that service delivery works in practice, not just on paper.
You are not responsible for setting housing strategy or holding ultimate regulatory accountability. You are responsible for execution.
Obsess:
You obsess over:
- Customer safety and experience: every resident should feel secure, respected and well-served and receive a consistent service.
- Operational performance: void turnaround, letting times, repairs response times, complaints resolution and compliance never drifting.
- Risk anticipation: knowing where issues sit before they escalate.
- Partner accountability: managing agents and providers performing to agreed standards.
-
If you are comfortable accepting “good enough” service, this role is not for you.
Excel:
You excel at:
- Operational control: running housing services efficiently and consistently.
- Managing agent oversight: holding partners to KPIs, using the right data, without damaging relationships.
- Judgement: balancing customer needs with operational and commercial realities.
- Clear reporting: calmly escalating risks and performance issues with clarity and evidence.
Specific experience:
- 6+ years’ experience in housing operations within an RP/ similar.
- Strong understanding of tenancy management, ASB, repairs and safety compliance.
- Experience overseeing managing agents or third-party providers.
- CIH membership preferred.
Outcomes & Metrics: the desired result and how we measure it
| |
Outcomes: the desired result |
Metrics: How we measure it |
|
0-3
|
Meet and understand your external stakeholders
|
- Meet all our service delivery partners and Local Authority contacts.
- Meet Pinnacle, Block Managers and relevant investor partners.
- Identify what they need, how they work and what HSPG/PPHA can do for them.
- Evidence that you know how to maximise each relationship and identify new business opportunities.
- Present all of this back to the Managing Director PPHA by your 3rd month.
|
|
|
Build strong, intentional internal relationships across all departments.
|
- Evidence that you have built genuine relationships across the business. Be able to show that you are working together towards the common goal.
- Meet with all the relevant people to your role at HSPG and report back on how you see the Platform and housing management function collaborating, and how your role fits in with the wider business mission.
|
|
|
Build relationships with investor partners
|
- Meet with all investors to understand their role.
- Review agreements in place with investors to understand the delivery requirements.
- Review and understand the reporting requirements for investors.
|
|
|
Review policies and strategies
|
- Review and understand PPHA policies.
- Review policies and procedures of our partners (Pinnacle and Block Buddy).
- Review and understand the PPHA One Page Business Plans and your role in ensuring that it is delivered.
- Operational review to understand service delivery, voids, lettings and arrears performance.
- Demonstrate your understanding of the above by presenting back to the MD PPHA by your 3rd month
|
|
|
Deliver performance reporting requirements for PPHA Board, HSPG SLT and investor partners
|
- Provide progress reports for the SLT forum, highlighting areas of success and required improvement.
- Lead investor KPI reporting and performance review meetings.
|
|
|
Visit a selection of our current homes
|
- Agree on where to visit and report back to the MD PPHA on findings, observations and recommendations.
|
|
|
Create and build relationships with members of the PPHA Board
|
- Meet with the PPHA Board members and establish mutual understanding and respect.
- Report back your findings to the MD PPHA.
|
|
|
Team Leadership
|
- Get to know your team, their responsibilities and how they work together to deliver the business plan.
- Support the team members in their roles, identifying any training, coaching or development needs.
- Present back the above, together with succession planning ideas for your team
- Support the MD PPHA and Group Executive Director to develop a housing operations team which will support PPHA to successfully deliver and manage 5000 to 8000 homes in the next 3 years.
|
|
3-6
|
Regularly complete industry horizon scanning.
|
- Create regular updates and report to the wider business on trends and developments in the sector in a meaningful way that can be used to impact real change. The measure of this is that people do not simply scan your updates (/delete them!), they should look forward to them.
- Support the MD PPHA and Group Executive Director to monitor PPHA's ongoing compliance with regulatory standards, including consumer and tenancy standards
- Provide the PPHA Board with regular updates on regulatory changes, compliance with regulatory standards and improvement actions.
- Support PPHAs’ preparations to grow to up to 8000 homes and be ready for an IDA
|
|
|
Take an active involvement in the whole flywheel of both platforms, and how they feed into the strategic delivery.
|
- Actively oversee the PPHA pipeline being delivered by the acquisitions teams, ensuring we are delivering an excellent, seamless and personal service to customers from the homes they’re moving into, to the administrative process that leads them there. And everything in between.
- Work closely with both acquisitions teams to develop LA partnerships in areas we want to grow.
|
|
|
Oversee KPI performance, compliance reporting, auditing and strengthen performance monitoring.
|
- Improve KPI reporting and suggest effective ways to bring new recommendations to the SLT and investor partners.
|
|
|
Oversee the performance of our delivery partners (Pinnacle, Pinnacle Connect, and Block Buddy)
|
- Identify short term improvement plans and implement quick wins.
- Support the team to develop new business opportunities.
|
|
6-12
|
Support the delivery of the one page business plan. (OPBP)
|
- Identify resources and skills required to meet operational growth and new business targets, recruiting resources as agreed.
- Identify the training and development needs of the teams and arrange them as agreed.
- Understand the key goals of the business plan and how all teams contribute to the overall objectives.
- Ensure team members’ personal goals are aligned with the business plan objectives.
- Deliver service improvements and a customer engagement strategy to improve the customer experience.
- Ensure compliant services are delivered that meet the regulatory and governance requirements.
- Use data and reporting to regularly assess performance against targets.
- Ensure the platform has grown with new properties in management.
|
|
|
Operational oversight and service delivery
|
- Monitor housing services, including tenancy management, allocations, voids, arrears, complaints and ASB.
- Ensure an efficient and cost-effective repair service.
- Actively monitor void turnaround times and costs to make improvements.
- Oversee budgets to ensure cost-effective service delivery.
- Assess and approve expenditures and identify cost-saving opportunities.
|
|
|
Develop yourself
|
- Identify and complete relevant learning and development opportunities.
- Complete housing policy training, sharing learning with the wider team and implementing improvements based on insights gained.
|
|
|
Ensure the customer engagement strategy is being executed brilliantly
|
- Implement an updated, refreshed customer engagement strategy, considering investor requirements.
- Provide progress reports to the PPHA Board and SLT.
- Conduct forums, surveys, scheme visits, and joint meetings with delivery partners and developers to gain customer feedback.
- Highlight areas of improvement and implement improvement plans. Most importantly, ensure they are actioned.
|
|
|
Establish clear areas of accountability and responsibility within the team
|
- Evidence that you have built genuine relationships with the team and you are all working together to the mission.
- Documented organisation and accountability.
- Develop a road map with clear timescales and responsibilities, aligning with the one page business plan objectives.
|
|
|
Monitoring and mitigating risk
|
- Ensure Property Managers are completing regular block inspections to monitor safety and audit the level of service provided by block managers.
- Closely monitor safety compliance performance.
- Identify and record tenant vulnerabilities and make this information available to Property Managers and service delivery partners.
- Financial risk monitoring with the tracking of arrears performance, service charge budgets and service delivery cost.
- Contribute to the risk register and risk management plans for PPHA.
|
|
|
Governance focus
|
- Monitor changes to regulatory requirements, identify any areas for improvement and implement action plans.
- Ensure policies and team training are updated in line with changes to regulatory requirements.
- Monitor ongoing compliance with regulatory requirements, including legal safety requirements, repairs, allocations and tenant rights.
- Lead on ensuring that complaints are managed in line with the Housing Ombudsman Code of Conduct and completing the annual self-assessment to assess this.
- Create and implement action plans to mitigate any shortfalls.
|