The accidental beginning

Guy Horn's journey into social housing began somewhat unexpectedly. Fresh out of university in 2015, he and his business partner, David, were simply looking for a way to make money without working for someone else. They discovered they could buy terraced houses in Greater Manchester for £50,000 and learned about an opportunity to house homeless families while generating returns.

"It was kind of a way of saying, OK, we'll invest in property, get a great return and do some good in the world," Horn explained. What started as a practical business decision evolved into something much more meaningful.

When purpose meets profit

The transformation from money-focused entrepreneurs to mission-driven leaders happened organically. About a year and a half into the business, as they began seeing the real impact of their work, their "why" fundamentally shifted.

"Our why changed from trying to make some money leaving university, to actually we're creating amazing impact now. We're solving a huge problem," Horn shared. This evolution highlights how authentic purpose often emerges through doing the work rather than starting with grand mission statements.

The current crisis

HSPG operates in a landscape marked by severe challenges:

Over 1 million people on housing waiting lists

More than 500,000 people in unsuitable accommodation

Local authorities spending £250 million over budget on temporary accommodation

Families living in hotels for 5-7 years without proper cooking facilities

Horn emphasises that these aren't just statistics, they represent real people facing daily hardships that ripple through education, employment, and community stability.

A different approach to housing provision

What sets HSPG apart is their comprehensive approach. Rather than specialising in one area and expanding later, they integrated the entire lifecycle from day one—acquisition, development, property management, and investor relations. This holistic model emerged from necessity but became their competitive advantage.

The company has also taken the unusual step of acquiring a for-profit registered provider, allowing them to deliver both new-build affordable housing and supported accommodation for those transitioning from homelessness to independent living.

Culture as a competitive advantage

Perhaps most remarkably, HSPG boasts an almost zero voluntary turnover rate. Horn attributes this to a culture built organically from core team members rather than imposed from above.

"When we first started talking about our behaviours 5 or 6 years ago, it was like who are we? What is HSPG? What does it do?" This authentic approach to culture creation, rooted in actual behaviours rather than aspirational values, has created a workforce deeply committed to the mission.

Looking forward

HSPG's ambition is to deliver 2,000 more units over the next 3-5 years, a significant increase that still represents less than half a per cent of what's actually needed. This perspective keeps the team grounded while highlighting the enormous opportunity ahead.

"There could be 10 more HSPGs and we still wouldn't even touch the sides," Horn noted, emphasising both the scale of the challenge and the potential for others to create a similar impact.

Advice for aspiring entrepreneurs

Horn's counsel for would-be entrepreneurs is refreshingly practical: "Just decide this is what I'm going to do... I'm going to get moving with it." He emphasises that getting started is the hardest part, but once you're moving, changing direction becomes much easier than starting from a standstill.

For those interested in social housing specifically, he highlights the tangible nature of the work and the ability to help people every single day while generating attractive returns, a rare combination in any industry.