The government’s ambitious goal of delivering 1.5 million homes within this parliamentary term is undeniably bold. Bob Weston, Chairman of Weston Homes, highlighted the need for significant action to meet demand, particularly given a 40% drop in housing output and a decline in first-time buyers due to limited mortgage support schemes.

Robert Mulryan, Director at Ballymore, emphasised that London, in particular, faces a steeper challenge, with construction starts down approximately 70% from the 10-year average. However, both experts expressed optimism that with the right policy changes and industry collaboration, the sector can regain momentum.

London remains a world-class city, but maintaining its appeal to high-net-worth individuals and businesses is crucial. Daniel Daggers, Founder of DDRE.Global, pointed out that London must compete more effectively for global talent and investment.

“The ultra-high-net-worth community is hypermobile,” he explained. “We need to create an environment that entices them to choose London over other global hubs.”

Daggers advocated for more supportive tax policies, streamlined entrepreneurial regulations, and enhanced AI capabilities to foster a thriving business environment.

Geeta Nanda, a leader in both affordable housing and private development, underscored the importance of making housing accessible to medium-income groups. “The demand for housing is massive, particularly in London. We need to innovate in how we fund and deliver affordable housing,” she said.

She highlighted the vital role housing associations play in affordability but noted that rising costs and financial pressures have limited their ability to build at scale. Her call to action? More efficient allocation of existing government funds rather than reliance on new funding sources.

The panel shared a range of solutions designed to boost housing supply and affordability, including:

Recapitalising Housing Associations: Redirecting funds to support building safety measures, freeing up resources for new development.

Simplifying Design Standards: Adjusting London’s design requirements to enable the construction of more affordable homes, better aligned with market demand.

Expanding Mortgage Availability: Introducing genuine 90% mortgage products to improve accessibility for first-time buyers.

Updating Shared Ownership Caps: Revising outdated income thresholds to reflect current market realities and allow more people to benefit.

Empowering Small and Medium Developers: Supporting smaller projects that can contribute to overall supply while waiting for larger developments to materialise.

Despite the challenges, the panel remained confident in London’s enduring appeal. Robert Elder, Senior Economist at the Bank of England, reassured attendees that the current government is committed to building more homes and is open to practical solutions from industry leaders.

London’s cultural and economic strengths remain a powerful draw. “60% of global music production happens in the UK. We have an incredible theatre district. The talent here is exceptional,” noted Daniel Daggers.

Robert Mulryan added a note of urgency: “London is one of the greatest cities in the world, but competition is fierce. We need to act decisively to maintain our position.”

The message from the panel was clear: the time for discussion has passed—it’s time for action. Addressing the housing crisis isn’t just about policy; it’s about people.

Geeta Nanda summed it up best: “We need to start making real, actionable changes.”

With the right strategies, collaboration, and commitment, the UK has the expertise and investment potential to create a thriving, inclusive housing market that works for everyone.

Jonathan has had quite the journey - starting in professional rugby before transitioning into the corporate real estate world. Reflecting on his career shift, he acknowledges that the structured, high-pressure culture of traditional agencies didn’t quite align with his vision. Instead, he and Richard sought to create a space where agents could thrive in an environment built on autonomy, collaboration, and ethical responsibility.

Their philosophy is simple: slow down, focus on quality over quantity, and put clients’ needs first. House Collective prioritises a more curated approach. By ensuring that agents handle fewer properties at a time, they can provide a more personalised and attentive service to their clients.

But what truly makes House Collective unique is its dual-discipline model. Unlike traditional firms that separate sales and lettings into two distinct roles, House Collective encourages its agents to be proficient in both. This not only provides agents with more career opportunities but also ensures that clients receive a seamless experience, whether they are buying, selling, or renting.

One of House Collectives' standout achievements is their B-Corp certification. Achieving this wasn't easy for Richard and Jonathan, it was a rigorous process that demanded transparency, sustainability, and ethical business practices. But, for House Collective, it wasn’t about checking a box; it was about solidifying their values and setting a new standard for estate agencies.

Parul began her career studying politics and working in the public sector, where she qualified as an accountant. Seeking a faster-paced environment, she transitioned into management consultancy, spending six years tackling challenges for large organisations and travelling extensively.

After starting a family, Parul sought a better work-life balance. At that time, her brother had just launched Fruition Properties and completed its first construction project. He invited her to join the business to support its operations and systems. Two decades later, Parul remains vital to the company’s success and growth.

We asked Parul what advice she would give to someone considering taking a leap of faith into the property industry. Her response? “Say yes.” She encourages embracing opportunities, even if they seem daunting at first. Parul advises focusing on discovering what you excel at and using that as a foundation to build your career.

She believes that each job presents an opportunity to learn more about what you enjoy and what might not be the best fit for you. There’s immense value in exploring diverse roles and experiences until you find an environment that feels like home—a place where you can truly grow and develop your skills. By remaining open to possibilities and trusting the process, you can carve out a fulfilling path in the property industry.

Back to the beginning

This podcast episode features the journey of Tom, a chartered surveyor who started his career right after earning his degree from Reading University. He began in consultancy with Montagu Evans, where he quickly honed his skills and gained diverse experience working with high-profile clients, including Landsec and British Land.

A pivotal moment came when a client from Landsec invited him to join their team. Recognising a rare opportunity, Tom took the leap and joined Landsec in 2007. His early years there were filled with excitement, as he worked on designing and developing shopping centres during a vibrant period for retail. However, the global financial crisis soon transformed the landscape, presenting new challenges and shifting his focus. Landsec asked him to step into asset management, refilling and revitalising vacant shopping centres, and ultimately preparing them for sale. Tom embraced this unexpected role, which took him to places he hadn’t yet explored and left him with lasting memories.

A few years later, as the market stabilised, Tom returned to Landsec’s London development team. This marked a transformative phase, as he contributed to the regeneration of Victoria, helping to open up spaces and modernise buildings from the 1950s. Reflecting on this time, Tom shares invaluable lessons learned and fond memories from working with talented people, who shaped both his career and his enduring passion for urban development.

Why Tom joined the visionaries behind Canary Wharf’s transformation

Tom shares his long-standing admiration for Canary Wharf Group, noting how remarkable it is for a development to reach such maturity in just 30-35 years. For a property professional, witnessing Canary Wharf’s transformation—from empty land to the vibrant, iconic hub it is today—is nothing short of extraordinary.

What ultimately drew Tom to join the Canary Wharf Group was the people. He reflects on how every individual he met at the organisation left a lasting impression, inspiring him with their talent and vision. Working alongside such an impressive team has been a defining part of his journey, fueling his excitement and commitment to Canary Wharf’s future.

Defining excellence and building a team inspired by CEO Shobi Khan

Tom reflects on a piece of advice from CEO Shobi Khan that left a lasting impact: "Only hire people you think are exceptional." Khan emphasised the importance of not settling for quick hires, but rather holding out for those who truly stand out.

This principle leads to a key question: What defines ‘exceptional’? Tom shares the qualities he seeks in top talent. First, he values natural enthusiasm—people who are genuinely passionate about their work tend to excel and thrive in their roles. Another vital quality is clear commercial acumen. In a field focused on both design and profitability, Tom looks for individuals who can balance creativity with a sharp business sense, envisioning solutions that ensure both aesthetic and financial success. This instinctive ability to navigate challenges while keeping a commercial lens is something he prizes highly in his team.

In this episode, David Young provides valuable insights into team dynamics, emphasising a strengths-based approach to exploring how to build high-performance teams.

Andrew Deverell-Smith delves into how David Young started and built his career within sports psychology and topics such as understanding group vs team dynamics, leveraging super strengths and finding the perfect balance between challenging and supporting teams.

Nicola is the owner of a renowned and award-winning estate agency nestled in the vibrant Colmore BID district. Since establishing the company in 2004, Nicola has steered the company to prominence, earning it a respected reputation as one of Birmingham's premier residential agencies.

She shares her inspiring journey to success, her commitment to the Colmore BID and what plans she has for the upcoming year.

You can watch and listen to the full episode now...

Hosted by Andrew Deverell-Smith, Global CEO and founder of deverellsmith & Hintel, listen as they dive into Nick’s back-to-front way of getting into the property market, how he came to work at Pocket Living, his favourite parts of his career so far and the challenges he finds with regarding the politics of the property industry.

Listen to the full episode now.

An original thinking and thought leader, he questions convention and isn’t afraid to ask the big questions. Richard is a highly experienced residential property expert, and since his first appearance on a new lease of life, he has founded the UK Single Family Associate, a not-for-profit members organisation, representing the whole housing and construction spectrum.

He talks about what sets the single-family rental market apart from the rest of Build to Rent, why he set up his new organisation and their mission for the future. 

Home economics to housing communities…

Anna discovered her passion for housing during her home economics studies. During her job search, she became inspired by a position focusing on homeless accommodation—a place designed to aid individuals in transitioning from the streets to more permanent housing, providing a supportive environment for up to a year. At a mere 21 years old, this position challenged her, reshaping her perspective on housing as more than just bricks and mortar; it became intricately tied to people’s experiences. Many who sought refuge in the accommodation grappled with substance abuse, mental health struggles, and the trauma of homelessness. Understanding this holistic view became a crucial lesson for Anna. 

Subsequently, she transitioned into the role of a homelessness officer during the late 80’s, a period rife with mortgage repossessions. Anna worked to expand temporary accommodation while maintaining a keen focus on the human aspect of this crisis. Within 2 years, she proposed a transformative paper aimed at restructuring the system. Her vision aimed to pivot from a reactive service to a homelessness prevention initiative, aiming to intervene earlier in the process to avert the anguish of homelessness.

Creating retirement communities for all…

Having garnered extensive experience across almost every facet of the housing industry, Anna delved into the story behind Tonic Housing. The idea was a concept of Tonic’s Founders and board members, sparked from their own life experiences and questions around the choices available to them regarding housing as an elderly member of the LGBTQ+ community. From this, they observed a notable absence of inclusive choices in the housing market, spurring them to offer secure alternatives. Their passion was driven by the aspiration to create a haven where individuals could not only embrace their LGBTQ+ identity but also find solace among like-minded individuals who truly understood their journey.

Making his name in Dubai …

In Dubai, George gained prominence at Union Bancaire Privée, a major family-owned bank. Over 14 years, he astoundingly grew the business from $ 60 million to $5 billion. His success lay in securing capital from major sovereigns, banks, treasuries, and large family offices, solidifying his position in the Middle Eastern finance arena.  

How did he do it? 

According to George, the key is building relationships, consistency, and hard work, day in and day out.  

George gave an example of how this strategy worked. 

George had visited a sovereign fund just 5 times in 4 years, and his colleagues advised him to give up because they believed they were never going to give him business.  

Yet, after the 5th visit, a fax arrived, granting a $1.5 billion mandate, affirming the importance of consistency in building relationships. George saw value in understanding the culture and spending time on potentially sometimes inefficient businesses, which helped him navigate partnerships in the market.  

From banking to making bank in the real estate industry…

George is now leading one of the most successful estate agency businesses on the planet, how did he get there?  

Funny story.  

After George’s banking days, he didn’t see any further value in the market from an earning perspective. He shares how working in a private environment had always been beneficial to him, as he was able to get deals done faster, whereas if you work for the big banks, there are regulations and sometimes by the time you get to finalising a decision the deal is off the table.  

This empowered George to be agile and fast in decision-making. His main idea was to set up his own bank, but it was very costly and required a lot of funds. He asked his friend, ‘What could I set up that looks like a bank, behaves like a bank but doesn’t cost like a bank?’, and the answer was real estate. So, he thought if he wanted to get into real estate, he needed a brand.  

He reeled through a list of names and that’s when he came across the name: Sotheby’s.