Experience that moves from strategy to delivery

Simon Scott MRICS has led property, sales, marketing, commercial and regeneration work across major housing associations and residential developers, covering the full property lifecycle – from land and planning through development, new homes sales, Shared Ownership, customer experience and asset disposal.

£140m annual residential sales programme (~350 homes)

£105m annual capital receipts directed

108→347 transactions; occupancy 25%→93%

1,600 national sales supported (~600 private)

Selected schemes

Recent work, in context

Echo Court

Camley Street, London N1C – Origin Housing brochure cover

Camley Street balcony with London skyline view

Camley Street, N1C

Harrow One, HA1

Schemes delivered during Simon's time leading sales and marketing at Origin Housing (now part of Places for People).

Case studies

Selected results, by client type and challenge

Published by client type and challenge rather than organisation name, pending case-study naming permissions.

Housing association

Challenge

A fragmented sales and customer journey required stronger control, better data and a more efficient digital platform.

Intervention

Led CRM and website insourcing, strengthened the customer journey and increased use of performance data.

Evidence

Approximately £750,000 in savings; transactions increased from 108 to 347; occupancy increased from 25% to 93%.

Housing association

Challenge

The organisation needed to improve income across new-build, staircasing and disposal activity.

Intervention

Reset pricing and commercial governance, reviewed underpriced stock and strengthened delivery oversight.

Evidence

Capital income increased from approximately £25m to £55m; £1.75m of additional value identified from underpriced refurbished homes.

Housing group

Challenge

A major mixed-tenure programme required consistent strategy, forecasting and customer delivery.

Intervention

Led private and Shared Ownership sales, marketing and commercial delivery across a significant programme.

Evidence

Approximately £105m annual capital receipts and around 1,000 annual sales at peak.

National housing provider

Challenge

Sales activity and legacy processes needed integration into a regional operating model while live schemes continued to trade.

Intervention

Led process transfer and training; strengthened scheme review, reporting and cross-functional intervention.

Evidence

Supported a national programme of approximately 1,600 sales, including around 600 private sales.

Local authority / housing association

Challenge

Large estate renewal required resident, land, planning, development and delivery coordination.

Intervention

Supported demolition and reprovision at New Kingshold and worked across multidisciplinary partners.

Evidence

Experience contributing to a regeneration programme of approximately 2,000 homes.

Harrow & Wealdstone Heights masterplan, Palmerston Road, Harrow

Harrow & Wealdstone Heights · regeneration scheme

Challenge

A 186-home, first-to-market mixed-tenure scheme sat in an unproven regeneration area, with a difficult planning history, no local price benchmark and a buyer demographic that had historically been slower to commit.

Intervention

Benchmark values were set from comparable evidence, local agent and RICS valuer input, then tested against a phased release plan. Sales launched 12 months ahead of handover with an onsite show home, CGI tours and sustained local community engagement to build trust ahead of completion.

Evidence

40% of homes reserved and 30% exchanged by handover, establishing the scheme as a pricing benchmark for subsequent phases in the area.

Housing association · asset strategy

Challenge

Rising interest rates and a regulatory 7.5% rent cap created a £1m deficit and put lender interest-cover covenants at risk, with a £3.5m profit target to be delivered from asset disposals within six months.

Intervention

An Asset Review Group assessed the portfolio against resident impact and financial return; RICS-verified valuations, a dual key-box viewing system and a fast-track offer process kept the sales pipeline moving to a tight deadline, with an auction route used where sales fell through.

Evidence

£1m deficit eliminated and £7.4m in liquidity generated; interest cover improved from 105% to 111%; average sales cycle cut from 6 to 4 months; 92% resident satisfaction maintained with zero forced relocations.

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