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The accidental beginningGuy 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 profitThe 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 crisisHSPG operates in a landscape marked by severe challenges:Over 1 million people on housing waiting listsMore than 500,000 people in unsuitable accommodationLocal authorities spending £250 million over budget on temporary accommodationFamilies living in hotels for 5-7 years without proper cooking facilitiesHorn 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 provisionWhat 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 advantagePerhaps 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 forwardHSPG'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 entrepreneursHorn'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.

Reimagining Broker SuccessA significant portion of the conversation centres around CBRE's innovative "affiliate model," a self-employed brokerage approach that provides flexibility while maintaining quality service standards. Unlike traditional employment models or other self-employed setups in the industry, CBRE's approach uniquely provides brokers with instructions and leads rather than requiring them to source their own business. "The affiliate model is essentially a self-employed brokerage model with a few differences," Ibrahim explains. "We provide brokers with instructions. We don't expect them to go out and win new instructions." This hybrid approach allows professionals to focus on their strengths in transacting rather than having to both win and execute business, while offering remuneration that wouldn't be financially viable under a traditional employment model.Potential consequences of the Renters Reform BillThe podcast also delves into pressing industry challenges, particularly the upcoming Renters Reform Bill, which Ibrahim describes as "the single biggest change to the private rented sector since 1998." While the removal of "no-fault evictions" has garnered headlines, Ibrahim highlights a potentially more significant aspect: the inability to ask tenants to pay rent in advance, which could have serious "unintended consequences." When discussing the future of real estate, Ibrahim emphasises that the fundamental issue remains insufficient housing supply. "I think fundamentally we don't build enough homes," he states, adding that the build-to-rent sector presents opportunities as private landlords exit the market due to increased regulation and taxation.Closing thoughtsAs the conversation wraps up, Ibrahim shares his wish for the industry: greater collaboration. Despite the competitive nature of real estate, he believes professionals need to communicate more openly, share ideas, and present a unified voice when addressing regulatory changes. "We don't talk to each other enough... We don't share ideas. We don't come together as an industry," he observes, noting how this lack of unity undermined the sector's ability to effectively engage with the government on the Renters Reform Bill. Ibrahim's perspective offers a refreshing take on real estate's future—one that embraces innovation, flexibility, and collaborative problem-solving to address the housing challenges facing the UK market.

Our expert panel discusses the premium skills driving higher compensation, strategies for talent acquisition and retention, and the impact of global talent movement on the UK market.The panel includes:Andrew Deverell-Smith - CEO and Founder of deverellsmith & HintelGeorgia Zambakides - Executive DirectorChris Litras - Director, Investment, Development & ConstructionRyan Doyle - Senior Business Development Manager, Estate AgencyKey discussion pointsCurrent salary trendsOur discussion begins with an assessment of whether salaries have increased, decreased, or remained stagnant over the past 12 months. We analyse how these changes differ across entry-level, mid-level, and senior positions within the real estate industry. The conversation covers the influence of reduced bonus payouts on total compensation packages and examines candidates' willingness to accept lower salaries when changing positions in the current market.Premium Skills in Today's MarketThe landscape of valuable skills continues to evolve rapidly. Since 2016, 25% of job skills have already transformed, with another 65% projected to change by 2030. Our experts highlight the fastest-growing skills that command premium compensation in today's market: creativity, advanced IT and programming, scientific research and development, advanced communication, and negotiation skills. We explore real-world examples of how professionals with these skills are securing higher salaries and bonuses across the real estate sector.Recruitment and Retention StrategiesRecent National Insurance increases have created new challenges for hiring and retention. Our panel examines how these changes, along with the Renters Reform Act, are reshaping the real estate business landscape. We compare salary benchmarks across related industries and offer targeted advice for hiring managers looking to scale their businesses while remaining competitive in compensation. The discussion identifies the most significant recruitment challenges facing the sector and explores the bonus structures and long-term incentives being deployed to retain top talent.The Hybrid Work RevolutionRemote and hybrid work arrangements continue to reshape compensation structures throughout the industry. Our experts discuss regional salary differentials and their evolution in a more location-flexible workforce. The conversation provides valuable strategies for negotiating compensation in this new work paradigm, with insights relevant to both employers and employees.Industry Attractiveness and Talent DevelopmentWith 69% of employers concerned about losing staff over lower pay, our panel addresses strategies for attracting and retaining high-quality talent beyond salary considerations. We explore approaches for making real estate more appealing to entry-level candidates and recent graduates, particularly in light of graduates struggling to find jobs in their studied fields. Our experts identify untapped opportunities for bringing fresh talent into the industry.Global Talent MovementThe podcast examines international talent movement patterns, particularly the flow from the UK to UAE and Saudi Arabia. We analyze the impact of these migration trends on domestic wage structures and discuss strategies for competing in an increasingly global talent marketplace. Our panel shares insights on how these shifts are influencing compensation decisions across different segments of the real estate sector.Future OutlookIn our forward-looking segment, we present projections for salary trends over the next 12 months and discuss legislative changes that may impact sales and hiring practices in real estate. Our experts highlight growth opportunities in specific areas of the sector and offer forecasts on which segments of the industry will see the most significant compensation changes in the coming year.Closing ThoughtsOur experts conclude with their predictions on whether salaries will increase, decrease, or remain stable in the coming year, providing valuable insights for both employers and job seekers in the real estate industry.

Overcoming Challenges in UK Housing DeliveryThe 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.Keeping London Competitive on the Global StageLondon 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.Bridging the Housing Affordability GapGeeta 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.Practical Solutions for a Stronger Housing MarketThe 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.A Positive Outlook for London's FutureDespite 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.”Turning Ideas into ActionThe 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.

From rugby fields to real estateJonathan 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.What sets House Collective apart?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.A commitment to ethics: Achieving B-Corp statusOne 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.

A non-traditional route into propertyParul 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.Advice for starting your career in propertyWe 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 beginningThis 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 transformationTom 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 KhanTom 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.  

How did Tomb Raider take the world by storm?Jeremy described himself as the person who simply gave the green light to the Tomb Raider phenomenon. He draws a comparison to the creation of Mickey Mouse, suggesting that while Walt Disney gets the recognition, the actual creator might have been someone working under him. He highlights Toby Gard as the mind behind Tomb Raider's creation, initially conceiving the character as male but reshaping it into Lara Croft to avoid legal issues with Indiana Jones. Reflecting on those times, Jeremy acknowledges the decision to embrace a female protagonist in a predominantly male gaming world as a bold move. Throughout the process, Toby and the team were responsible for the entire creation, while Jeremy's role was to guide them in the right direction.  Reinventing Build to Rent technology with Spike Global…Jeremy describes Spike as a central hub within a residential complex – a resident portal that encompasses all essential amenities for those living in these wonderful build-to-rent schemes. This portal allows residents to access various services within the building, from communicating with the concierge to booking gym sessions of meeting rooms – essentially catering to all their needs. However, the question arises: what's in it for the managing agent? The real advantage lies in facilitating communication between the managing agents and their tenants. Spike excels in this aspect. It addresses the primary challenge in Build to Rent, which is effective communication. Enabling tenants to reach out to the building managers easily and efficiently, significantly boosts satisfaction levels all around. 

Life before Winkworth In the exciting journey of Dominic's career, he shared his initial steps were taken as a politics student at Newcastly University. It was here that he questioned where his degree in politics could take him. With curiosity, he ventured into diverse fields such as financial public relations and risk analysis. However, it was only a matter of time before his path led him to a new and intriguing domain.Dominic's turning point came when he found himself drawn to the world of real estate with Winkworth. This was the place where he planted his feet and embark on a journey that would shape his career. He found the passion within his career in this family business and believed it was somewhere he could make a real impact.What does the future hold for Winkworth? It's clear that Dominic has a distinct vision for its future. His primary goal is to maintain a multifaceted approach to the business, constantly evolving and exploring new avenues.Key objectives include not only generating new business areas but also nurturing a robust network, preserving market share, and positioning the company as one of the top three operators in its domain. Moreover, diversification remains a crucial aspect of their strategy.A significant move was their launch into the commercial sector last year and this year, they've set their sights on venturing into the New Homes market. This expansion demonstrates their commitment to adapt and grow in an ever-changing business landscape. What advice would you give aspiring property leaders? Dominic insights that in the realm of business, the most valuable piece of advice one can receive is also the simplest: work hard. The individual who puts in the most effort in any room often emerges as the most successful. While the business landscape may seem intricate, at its core, it's a straightforward principle – hard work pays off. The more you invest in it, the greater the rewards waiting at the other end of the journey. He suggested to maintain the hard work, it's important to surround yourself with environments that keep you motivated. Remember in the world of business, hard work and the right motivating environments are you key to unlocking exceptional results. 

Key takeaways from the UK BTR market…Christian shared that his journey to Australian BTR took him to the UK between 2007 and 2012, where he immersed himself in the world of urban renewal, and quickly discovered that the UK was at the forefront of innovation in this field. One of the notable experiences involved active involvement in projects within the Stratford area, a place that held significance during the 2012 Olympics. Christian shared that one specific project that left a lasting impression on him Coppermaker Square, a key part of the Westfield Stratford development, which was completed in 2008, prior to the rise of the Build to Rent market. It was here that Christian had a front-row seat to observe how these urban precincts took shape and evolved through the process of urban renewal. Remarkably, during Christian's time in the UK, the concept of BTR had yet to fully emerge and establish itself as it is today.Christian's experience during that time provided him with a unique perspective on urban development and renewal, which would later prove invaluable in shaping HOME's progressive approach to BTR and sustainability. He understood the power of urban renewal in areas like Stratford, Croydon and even Wembley, and how they benefited the community, especially in terms of housing supply to the area.  Integrating sustainability practices into HOME communities…In the realm of sustainability, HOME is making impressive strides, demonstrating its commitment to progressiveness. Christian revealed that their inspiration to embrace sustainability practices stemmed from interactions with UK Build to Rent groups during Australian conferences several years ago. These forward-thinking BTR groups, upon reflecting on their journey, candidly admitted that as they neared completion of their initial assets, they wished they had pushed the boundaries a bit further on their sustainability targets as the landscape of expectations had moved under their feet. Fast-forward to today, all of HOME's buildings are now 5-star green or equivalent, and Christian and the entire team are setting their sights on achieving net-zero carbon emissions in all aspects of operations, including across management. HOME also does a lot of work with its residents, creating an education programme which generates opportunities for them to live sustainably wherever they can. 

Journey before SwitchJohn explains his journey in the hospitality industry began as a hotel management graduate, but it took a turn when he transitioned to working with independent property owners. This led him to work for a company led by an entrepreneurial owner with a penchant for acquiring properties across Oxfordshire. However, his path eventually led him back to the corporate world, where he found the opportunity to establish his own company, marking the birth of Switch.Fast forward to today, and Switch has grown to a dedicated team of 320 staff members across the group and is heading towards its 2nd anniversary. Taking a step into Build to RentJohn explained that their partnership with Southern Capital, who not only own a couple of the buildings that Switch manages but are also valued shareholders in our company drove their movement into the BTR sector.Southern Capital was looking to build a PRS development in Birmingham, to build something more up-market, including suites.During this journey with Southern Capital, John realised that BTR is fundamentally about service, and at its core, it's all about customer retention and satisfaction – which is what Switch and its team do daily. By putting hotel-trained reception and customer service teams into a BTR development he found that customer retention and yields grow greatly.Listen now to hear more…

She has consistently pushed the boundaries of what's possible in the realm of luxury hospitality and unique accommodations.Naomi has honed her expertise in real estate and property development, turning her passion for creating exceptional living spaces into a reality.It was an absolute pleasure to have her as a guest, and I look forward to hearing what my network thinks of the episode. 

How did the ‘Dear Sirs' campaign begin?Ellie explains the phrase “Dear Sirs” remains prevalent within the context of Estate Agency and conveyance, particularly within legal and property professions. This traditional salutation continues to serve as the default choice for initiating formal communication, whether in the form of a letter or an email directed towards a company or a collective group of individuals. Ellie recounts her initial experiences upon entering the Estate Agency industry, coming across her first ‘Dear Sirs' salutation. She comments that she found it strange that her gender was clearly not accounted for, and they must have not realised she was a woman. Her curiosity in the matter led her to quickly learn that this was embedded into our history, and when asked politely to not be addressed as ‘Sir' she was met by the argument that this is the way it has always been done and is a legal default. What is the aim of the ‘Dear Sirs' campaign?The above experience prompted Ellie to delve further into linguistic conventions, and how she could advocate for inclusivity in professional interactions. Ellie developed the formal ‘Dear Sirs' campaign, which gained traction from leaders within the industry, as well as the press. She started to write about her experience and now the campaign is working towards eradicating Dear Sirs and other non-inclusive language within the industry. In addition, Ellie expressed that the ‘Dear Sirs' campaign is a hook for a much broader cultural attitude that is very male-dominant within the industry and is an umbrella for other conversations to be had regarding inclusivity. 

What do we mean by a glass ceiling?Susan Gregory shares that the more she has reflected on her own journey and educated herself the more she questions – is it something we've constructed that isn't true?In general, the ‘glass ceiling' refers to the limit that is set for women with how high women can go within an organisation, above that it's very difficult to break through. If someone wants to get into those senior positions, you either can't or have to change who you are to be accepted into the C-suite leadership positions.The second part to this is the idea of career ladders, and wanting to get to the top, which is something Susan now challenges quite vocally. There are a couple of women that have written podcasts on squiggly careers, and Susan explains that this is what her career looks like. She has worked in places for between 18 months - 2 years and in some of those she has hit a glass ceiling, but in others, on reflection, she admits she had added all of the value she could and outgrown the business, and that has to be okay to some degree as well.  Should we dismiss the word ceiling?It conjures up an idea of a linear trajectory and Ellie Reese illustrates that historically and traditionally women tend to take on a large share of the childcare and the responsibilities in the domestic sphere. It has suited men to have a more linear trajectory in a career as it's a case of climbing up and tends to be simpler. Whereas the natural breaks for women, tend to be there.Listen to the full podcast to learn more…

Where it all began…Matt's professional career started in the valuation space working for the likes of CBRE and JLL as a tenant rep. This very quickly evolved into Matt working in the development world, first as an analyst with a big builder. This bought him exposure to lots of different asset classes, opening his horizons to what opportunities were available within the property industry. 2014 was the first time Matt had exposure to Build to Rent, winning the Commonwealth Games Village project which was held on the gold coast. This was a massive project with 1250 units and was delivered as a build-to-rent asset.  What's attractive about the Build to Rent market?The residential space is something that everyone can relate to, as everyone lives in a home or apartment. Matt shared that Australians are obsessed with property, and even though he lives in a house he is always looking at other houses on the market. Build to Rent combines the fundamental grassroots side of property, with the nuts and bolts of commercial, retail or industrial.  An update on the Australian Build to Rent market.Matt shared that PBSA was always about 7 years behind the UK market. This may sound like a disadvantage, but it enables them to decide what they like or don't like and witness the mistakes that the UK have made and learn from them. He shares this is the same when applied to the Build to Rent market, when they were building the Commonwealth Games Village in 2014, the UK had already built that asset with the London Olympics in 2012.In terms of the state of the market, Matt shares that the build-to-sell market began to slow down from around 2018/19 when the offshore purchases that existed to fuel that market on the residential side of things slowed down. Build to Rent is the only asset class right now that is firing on the residential side of things, and because of that rather than being quite a niche market in Australia, it has become potentially the only solution to solving housing affordability.  

Influences from around the worldBorn in Sri Lanka, David's father managed tea estates and David followed him around the world throughout the early years of his life. He lived in South India for ten years, then moved to Uganda for 3-4 years and finally to Canada. Throughout those years travelling, from the age of 8 David was flying back to the UK to go to boarding school.David shared that looking back, having these influences from around the world has shaped who he is today, his perspective on life and the way he does business. Visiting and living in all of these diverse countries, gave him the chance to experience the extreme differences between countries such as the climate and poverty.All in all, it taught him resilience, opened him up to influences from everywhere and gave him the ability to look at the world from a unique viewpoint. Leading peopleDavid became the joint Managing Director of ARGENT in 2006 and the sole Managing Partner in 2012. Almost half of that time has been spent in some sort of leadership position.Aside from the plethora of iconic projects that he has worked on within his career, David shares the part that he is most proud of is the business and its people. To be able to say that the values that he sees within the organisation today that are driving people to create great places are the ones that the business was built upon 30 years ago is something that he is extremely proud of.David shares that he has always wanted the business to be admired AND respected. He reveals he has instilled and maintained those values within the business by firstly articulating them to the key stakeholders within the business as well as hiring people into the business that share the same values and will flourish under them. Net Zero Carbon Building Standard InitiativeThis is something that David has always been extremely interested in, and a topic that Argent has been implementing in all their projects – to be as climate change friendly as possible.David became the Chair of the trustees of the UK Green Building Council in 2017 and to this day is a trustee. After having a discussion about what things are of critical importance within the property industry, David shares there was a unanimous agreement that the industry needed a single definition of what net zero carbon was for the entire market.They have now brought together a whole group of property professionals, including RIBA, RICS and the Carbon Trust to bring the initiative forward by the entire real estate industry. The initiative has been formulated by professionals with the intention of getting it adopted by everyone from the people that own the building, the people that build the building and the people that lend money to those people.David shares that if the industry has a single metric of what net zero really means, then we can all account for it, and that's the key. As soon as the industry can find a price for carbon and measure it, everyone will start to adapt their real estate to ensure they end in a net zero position. 

The gender pay gap vs equal pay​​Susan Gregory explains that the gender pay gap concerns the difference in hourly pay between men and women. This is where an organisation will calculate the earnings of their male employees and divide that by the total number of men in the business. They will then do the same with women and the difference between those numbers is what the gender pay gap represents. This often highlights a disparity of earnings between men and women.The gender gap is not comparing those that are working in the same role and are being paid a different amount (however some are), it's highlighting that women are often in lower paid, less senior, and less decision-making positions.​Ellie Reese explains that the gender pay gap goes further by separating the mean and median average into lower, middle, and upper quartiles. Usually, if you have work for of majority women which most estate agencies do, most women are sitting in the lower pay quartile, showing they are in those more supporting roles.​The estate agency world​Considering only companies with over 250 employees need to publish what their gender pay gap is, Nicola, asks how this impacts the estate agency world where most of those businesses are going to be working under that number. They discuss that it is difficult, however, the 20-odd organisations in the industry that so qualify for that number represent well what an estate agency looks like. Most of the small independent agencies will have structures and processes like those of bigger, corporate estate agencies. Corporate businesses have a responsibility of setting the tone because they are highly visible within the industry.Why is the conversation around the gender pay gap becoming more prevalent?​​Ellie Reese suggests that the aftermath of the pandemic has changed the landscape of the working world in general and has highlighted so many things that are based on gender. Furthermore, there has been a rise to the surface of dissatisfaction in general since the me-too movement, and we are more open to having these honest conversations.As a society we are becoming more aware of the world around us, what is good and what is acceptable, leading to the gender pay gap being on people's minds which is in turn reflecting the culture of the workplace.​​

The steppingstones to successAfter dropping out of her history degree at 18 because it wasn't the right fit, Fiona landed herself a job at Dublin City Corporation as an office administrator. She was handed two envelopes to decide which division she would sit in, and she picked the housing department over vehicle taxation which could have taken her down a very different career path.  She shares the culture shock she experienced from living in a small town in Ireland, adapting to working in Dublin, and realising that housing was an actual reality. She had never seen flats where she lived, and then suddenly she was looking after Dublin's only high-rise building at that time.Widening her careerThe Dublin City Corporation gave her a career break, and she took the opportunity to go travelling. She landed in London and fell in love with the city. She shares it was so different to Dublin in the late 80s. She adored the diversity and energy of London and found her next career step in a small housing association, working on a lot of local authority projects. In the back of her head was always the desire to finish her university education so she headed to Newcastle university where she studied surveying. This widened her housing career where she branched out into working on assets and development appraisals. She shares she spent the next 30 years working within the public sector. Housing is a fundamental piece of the property sectorFiona explains the value of housing and how our lives start with a safe and secure home. Somewhere free of disrepair, dampness, and mould and somewhere your family feels safe. Even down to having a productive education where you aren't moving all the time due to temporary accommodation, and you have the space to do your homework. It's such a fundamental part of what we do, as well as being an incredible asset that has value, especially in a place like London.   

Barum discusses what he thinks good learning is, how learning has evolved to bite-sized learning and how the leadership team at deverellsmith has a responsive approach to their employee development.    

The day was given the ‘Blue Monday' label by a travel company with the aim to boost sales and typically takes place on the third Monday of the year. Although a myth, we understand that January Blues can still be a reality for many. The Samaritan's started their #BrewMonday campaign to remind us to reach out for a cuppa and a catch-up with the people we care about. Our Employee Wellbeing Ambassador, Ryan Doyle, was on a mission to create a positive spin this year, as well as raise awareness and bring an expert into our ‘devcast studio'.He invited Will Castle, Director at CBRE and Movember Ambassador, to speak with him about his mental health journey, how he became a reputable Movember ambassador, and what advice he has learned along the way that he can share with our listeners who may be feeling affected by the January blues.Will's journey with mental healthWill openly shared his journey with mental health began after he lost his father to suicide 12 years ago. After not speaking about it for 10 years after it happened, he gradually began to open up to others around him, which gave him comfort and also allowed him to help other people navigate their challenges. He is now a strong believer in mental health and works part-time for the Movember charity, doing various talks throughout the month to spread the word. What influential things have you learned throughout your journey? Something to remember is that everyone's journey is different, and Will shares this is the most important thing he has learned in his experience over the years. Individuals will react to situations in different ways. Another key learning point Will keeps in mind is what people choose to show you just about scratches the surface. Especially your colleagues you see every day, we all walk into work and want to be the best version of ourselves, even if that version isn't the real version of you. We see in terms of ‘Brew Monday' after we all come back after a wonderful break with friends and family, we might put on a smile for clients and colleagues, but we may be feeling unmotivated, a bit poorer and there should be no reason we can't show a bit more vulnerability with people we know and trust. Listen now to hear the entire podcast and more advice from Will about mental health in the workplace, and how we can support each other day to day …If you are feeling low, you can use the following helplines to speak with someone:RethinkMindSamaritans 

The Industrious story...Jamie took an industrious dive into the flexible workplace space from running an education organisation. Whilst preparing for a meeting with the president of Ikea, he felt his office space didn't supply a professional setting for him to prepare effectively, resulting in his moving to a Belgian coffee shop. This sparked a question in Jamie, if he was feeling this way, there must be 50,000 companies wanting to take advantage of a more productive shared workspace. Buying into a subscription rather than signing a long-term lease, but also wanted something more professional, more elegant that they could be proud of.In fact, Jamie's next-door neighbour did share this experience, and so they decided to team up and create a more professional, more elegant, shared workplace product. This is where industrious was born.  Where is the future of office spaces heading?Pre-covid there seemed to be a clear evolution of the office industry. Since the pandemic there has been a clear march towards flexibility, which was not only driven by the pandemic, but by globalisation, insecurity, recessions, and economic downturns. Alain explains that the demand for flexibility has always been there, mainly driven by start-ups and consultancy companies, only to have been reinforced by the pandemic. What could this look like over the coming years? Jamie highlights three observations:Employee empowerment: An increase in acceptance of alternating working from home and in the office. The choice seems to now be in the hands of employees to decide where they do their best workIncreased availability: There are now more choices for companies when it comes to their office space. Companies are now setting up ‘Hub' and ‘Spoke' models. For example, having a central London office, but also an office in West London and more suburban locations. This accommodates employees who can't commute and turns companies' offices into a network of spaces. Choose your workplace: There is a movement from 5 days a week to choosing your own adventure style type of working. Employees are now able to choose whether they work at a desk, at home, in a soft seating area or at a satellite office. 

The makings of a world-class estate agentGary shared that in his opinion, various things help you become a great estate agent.Firstly, knowing the market inside out, year in and year out. Being able to understand what's available in the market, the prices, what stock there is and who are the potential sellers and buyers.Secondly, is being able to manage a lot of enquiries. How do you decide which to look after, pass on, or ignore? You need to be able to hear a name and know who this person is and whether they are capable of buying, and you must know that almost instinctively.Agency is a function of knowledge. Knowledge about your buyers, knowledge about the properties, knowledge about the market, prices per square foot and understanding what is doable and what is not.How the game will change in 10-15 yearsWith the dollar being strong against the pound, Gary remarks that the industry has a real advantage currently. This is historically one of the best periods for dollar-based buyers to buy property in the UK.To highlight the first-rate market, Gary shared that he has 4 properties and one just exchanged under offer to dollar-based buyers. Pre-Brexit you were talking $1.80 to the pound. A sale of £ 20 million would have been $36 million. Now a $ 20 million asset is selling for £19 million.The most complicated deal in Gary Hersham's historyAvenfield House comprised 128 Park Lane, Avenfield house itself, offices, shops and residential.Gary paints a picture for us. Imagine a block of flats, with offices squeezed in between two residential buildings, and Gary was asked to sell 128 Park Lane residential building. Surprisingly, when Gary received the copy of the documentation, there is no separate lease for 128 Park Lane and Avenfield House.Gary had to negotiate with the short leaseholder of 111 Park Lane, Grosvenor Estate and others to simply extract 128 Park Lane, which Gary eventually sold for £3.3 million.When we get a copy of the documentation, it's an overall lease, no separate lease for 128 park lane and no separate lease for Avenfield house. And all we wanted to do was buy 128 Park Lane.The deal itself, and the complexity of it was Gary's most interesting deal he's ever done, and that was in the mid-'80s. He disclosed it has stuck in his mind 40 years later.

After working as a Chartered Accountant for more than 15 years within the property industry, Harris was previously Finance Director at Dolphin Living, eventually assuming the role of Chief Executive. With an abundance of industry knowledge and an impressive career, Olivia shares with Nick Dolphin Livings's core mission, what they have planned for their future talent and how they have navigated through these unprecedented times. Life before Dolphin Following her Chartered Accountant qualification, Harris worked in a practice for a couple of years, working with real estate clients such as Mapeley and Delancy. She shares that this was a time in her life when she had an accelerated learning curve, however, working full-time became incompatible with her life as a Mum. With the support of Delancy, she then made the jump to setting herself up as a consultant working part-time, giving her more flexibility whilst enabling her to continue the fascinating work that she always had done, such as working on a German property fund and student accommodation.After realising she was treading water and not advancing her career at the rate she wanted, Harris applied for a part-time Finance Director role at Dolphin Living, and that's where her voyage with Dolphin began.  Diving into Dolphin Living Distraught after not initially getting to the 2nd interview stage, Harris eventually progressed through the stages and met with the board. Subsequently, Harris was offered the job and joined in April 2012, and has now been with them for a solid 10 years. Harris shares that in the 1960s Westminster City Council bought Dolphin Square. Fast-forward to the 2000s and the council realised that the square wasn't reaching its full potential. They did something about it, and along with the leaseholders the interest was sold. The charity was set up to help London workers on modest incomes afford accommodation near their places of work. Harris described Dolphin Living as a ‘small-scale BTR without the bells and whistles, focused on keeping rent low, but the quality of homes high. The future of talent for Dolphin Living Harris explains that charities can't always compete on salary, as we don't pay significant bonuses, but one of the things they focus on is bringing talent into the organisation and retaining them through training and development opportunities and an excellent working environment. She shared that when working for smaller organisations, the boundaries of your job are freer, so you get the opportunity to step out of the constraints of the role and get involved with other capacities of the organisation.  Listen now to learn more about Dolphin Living and its mission, and what she thinks the new housing minister's priorities should be over the next 100 

The journeyFrom meeting at university, Paul, and Alex both set out on separate careers, Paul in professional sports and Alex the luxury events space. After becoming a P.E. teacher, Paul found a mentor in a student's father who ended up becoming their trusted business partner. Following this, Paul and Alex began their first endeavour together, setting up an events business for children. After successfully running the fast-paced and reactive business for 4 years, a competitor acquired the company, and the couple were left to consider their next move. In the process of selling their London home and buying their next in Sussex, they were left unimpressed with the experience they had with the estate agency. From valuation to launching the house on the market, they were left uninspired and felt as if the job was not done to a standard they expected, especially considering it is usually the biggest asset a person can transact on. Both Paul and Alex saw an opportunity to not only make the experience consumers had with estate agents more enjoyable and fulfilling, but ‘discerningly different'. Taking buying and selling a home to something deeper, creating a story and sense of belonging through every step of the process. Mr and Mrs Clarke was then born, setting up their estate agency in Warwickshire. The first phone callBack to the basics, Mr and Mrs Clarke gained their first client through direct marketing, a handwritten letter delivered by post (yes that still happens) reaching out to residents in Warwickshire. The letter simply introduced themselves as a brand-new agency and ‘if you are thinking of selling your home, let's meet for a coffee, or even better a G&T'. From this, Paul and their first client met, and she loved the vision Paul had for selling her beloved home. From creating the story around their home, talking about their local school, taking pictures of her gorgeous dog in the back garden, and styling the house for beautiful pictures, she instantly wanted Mr and Mrs Clarke to sell her home. Since then, she has generated around £3million for the business through referrals of friends and family. The visionMr and Mrs Clarke founded the agency because they held the belief that estate agency could be done better – with the customer at the heart of the process. Paul shared that they started the agency with the desire to do estate agency in their own way, with what people want from an agency at the core – someone to hold their hand through the whole sales process.Paul states they went from little milestones like selling the first house to building their reputation and realising there is more opportunity out there. Mr and Mrs Clarke's brand and people are most important to them, leading them to their unique mixture of experience, creativity, and honesty. After being approached by a fantastic estate agent in London, Paul explained how he came to him wanting to run his own business, but not having the funds to do so on his own. After coming to an agreement, Mr and Mrs Clarke gave him everything he needed to do this, allowing him to be an estate agent with everything from marketing and lead generation support from Mr and Mrs Clarke. From there things snowballed, and Paul had more people saying they wanted to work with the agency, wanting to be self-employed estate agents, with the brand and support of Mr and Mrs Clarke. And the rest is history…

From Romania to Real EstateAdina shares she was born in Romania and moved over to America when she was just 10 years old. Bouncing around Europe and the US growing up, she landed herself a career in real estate with Knight Frank in 2010 in commercial brokerage. Loving it immediately, she found an inspiring mentor within her first boss, who ignited her passion for the market that they were building, which was the prime office market in Romania.Determining this was the career for her, but maybe not the location, Adina returned to New York in 2012 landing herself a place in the esteemed NYU graduate programme in real estate finance. Whilst accomplishing this, she happened to find herself a role within the emerging market of multi-family/Build to Rent. Missing the sex appeal of the commercial real estate and Europe she moved back to London to join Greystar.Adina worked on enviable development acquisitions, such as the Ten Degrees project, which is the world's tallest modular building located in East Croydon. Adina shares she is now getting back into the more diversified rental living space with MGT, across the spectrum from urban to suburban. She has remained committed to the rental living space after stumbling into it a few years back and is driving a focus on the middle-income earners, driving affordability for that renter profile.​The origin of Ladies in Real Estate​Beginning as a humble brunch club with friends from grad school, Adina reveals the idea for Ladies in Real Estate derived from wanting a place to build personal relationships with other women in the industry. A place to exchange views, talk about the market and ultimately making friends in an informal and easy environment.​In wanting to make this a regular occurrence, Ladies in Real Estate was born, and Adina bought the concept across the Atlantic to London. Adina discloses that she had to adjust to the market, as brunch wasn't proving too popular, and that's where the breakfasts entered the picture.It must be 50/50…Adina openly shared that when you looked around in her early career, she struggled to find senior or junior women to form personal relationships with. She noticed it to be easier for men to attain this within the industry. Realising that with creating gender equality, men needed to be bought into the conversation to avoid creating resentment from those that should be allies. The 50/50 breakfasts aim to show just what a balanced room should look and feel like and normalise that feeling within the property sector.

Having been a Director of Savills Research team since 2007, Lucian has a wealth of experience and knowledge across the sector, he's seen the rise, fall, recovery, a global pandemic, as well as the ever growing topic of the residential property prices for over 2 decades.He reveals how his journey began as the son of a dairy farmer from Sommerset, and how his life dramatically changed when he joined Savills as a graduate.He imparts his perspective on longer than anticipated tail of the pandemic, the cost of living crisis, residential property's shrinking price points and why people are now heading back to London.Listen now to hear more from Lucian Cook, one of the country's most respected housing market commentators.

What is RPO?Similar to how you outsource your IT function, you could have an individual that works for the company in house, or you could buy into a business that has a selection of experts that you could utilise. That's the same for recruitment process outsourcing. Pete Sheppard – Managing Director of Hintel  Who is Hintel? We're a real estate and construction-focused outsourcing business whose ultimate objective is to improve your recruitment process. We do this by aligning our objectives with your priorities. Hintel as a business has so many different facets to it and there is no one size fits all. Alongside this, there is lots of marketing support we can provide to, raising the profile of clients personal brand. The impact of data and researchThe role of the data and research team for Hintel is to look in the marketplace for the right talent. This isn't necessarily people that are actively looking for a new role, or people who are saying ‘I need a new job', this is genuinely the talent that's out there in the market. What's important about what the team do here, is we can provide clients with a really high quality and well-rounded, informed opinion on what the market is doing in their space and who the right people are. Eliza Jones – Director of Data and Research at deverellsmith & Hintel 

Rainbows, laughter and sunshine, that's what this mix brings. deverellsmith's CEO and Founder, Andrew Deverell-Smith, mixed a disco delight perfect for a sunny BBQ or lockdown virtual party. Grab your friends, because you've got the perfect playlist.

Firstly, they are hit with the eye-opening stat that 41% of employers are reporting an increase in staff turnover and difficulty in retaining employees. James made a strong claim that there is a war on talent in the market right now, and we are experiencing the biggest candidate shortage of our generation. This leaves no surprise that employers are seeing a rise in attrition as we are witnessing candidates receive up to 8 offers at a go, so they can afford to be picky!

Here's a sneak peak of the newsworthy topics Andrew and Ryan discussed in the episode... What is the private office of Knight Frank? Everyone knows Knight Frank…Known as a high-end agency business it also spreads across the global residential and commercial market. 4 years ago, Knight Frank identified an opportunity to improve in the private capital, family office and wealthy client space. This is where Rory comes in. Setting up the private office with just a two-man team, they are now 16 people strong in London and offices in New York, Middle East and Singapore! Rory is there to wrap his arms around their wealthy clients, providing them with long-term, consistent advice supporting them through transacting around the Knight Frank network. Whether they are buying a house in Kensington or penthouse in New York, they are the central advisory team to care for wealthy clients. How would you define a wealthy client? A tricky question to answer, as Rory explains they try not to categorise our clients. He illuminates that the general market recognition of ultra-high network is having a net worth of more than £30 million. Astonishingly, Knight Frank have a sizable database of people with a net worth of £500 million and even a billionaire database. Rory makes it clear that every client will get an incredible service, but some bigger get slightly more attention because of their large global portfolios and commanding requirements.

How are you feeling this Mental Health Awareness Week?We're strong believers that an employee's (and an employer's) wellbeing should be valued year-round. To raise awareness of the importance of mental health and the challenges it can bring, deverellsmith has created a toolkit to help employers support their staff and individuals, specifically when working from.Featuring in the toolkit is this master mix of feel-good sounds, curated by our CEO, Andrew Deverell-Smith.We hope you enjoy it as much as we did in creating it...

This week, Jon Hammond was in the hot seat, joined by Nick to discuss the dramatic changes the UK and world has seen in parcel volumes and how the pandemic has shaped the ecommerce industry forever.

Early ambitions and building resiliencePeter shares with us his humble beginnings as a young entrepreneur working a variety of jobs to earn some extra cash. Whether it was flipping burgers outside Twickenham, washing cars, or selling beer merchandise, Peter has done it. From this experience, he realised he was a superb salesperson and got his first sales role selling AXA cash back on health insurance outside Reading train station, stopping people in their paths and persuading them in a brief amount of time to buy into what he was offering. He advocates any perspective salesperson to gain experience in that kind of cutthroat sales job, because as an employer, that stands out above any university degree as it gives a person invaluable experience in learning how to deal with people and most importantly, deal with rejection. Talking openly, Peter voices there were many times he would phone his dad crying thinking he couldn't make it in the industry, but that early experience gave him the resilience to drive through his self-doubt. This resilience transferred into his first job with Romans, and it enabled him to open more opportunities for the business. Peter was willing to get out into the town centre with a clip board and talk to people face to face, where others may not have felt so comfortable in that setting.  Romans to Right Now After just 18 months at Romans, Peter was offered a career altering job opportunity in London, and this is where he gained valuable experience in lettings and where Right Now Residential was born. Commencing his prosperous business in his council estate flat in Clapham, with no investments and just a small desk; whiteboard; laptop and camera. Peter divulges how he progressed from making no profit in his first six months of business to running an amazingly successful estate agency today.  What is happening Right NowPeter gives insight into the present substantial growth of his company and his recent success in the Build to Rent sector, highlighting the biggest reason for success lies with hiring the best talent, who are passionate and hungrier than ever.  At the end of the day, it is all about the people.Listen now to learn more about what it takes to make it in the estate agency industry, gain expert insight into the current market and how Peter Murphy uses sport to help him achieve a healthy work life balance.

Beginning her career within HR in the late 90's, Lucinda joined Shell and worked in various roles, starting in Shell Trading. She then wanted to take her passion for sport and blend it with her career and this is when she moved to the Rugby Football Union, working as the HR Director there for over 4 years.  It was here she met ex rugby player, Tim Rodber, who is also the CEO at Instant. With no real desire to work within the property world, she knew that she wanted to work in a fast moving and everchanging industry, with room for growth. And that is how she was pulled into the ever-evolving world of property, through the environment, culture, and the businesses growth potential. 

Beginning his career at Foxtons after university, Alex saw a gap in the London property landscape to take ownership of the lettings market. He explains that he saw the London property world was becoming saturated with estate agents, and there was room for the world to become more specialised. Being a huge believer in being an expert in one area and becoming the best in class to provide the best service, this is where Winchester White was born. Setting up in Wimbledon in 2010, Winchester White is now about to open their fourth office in South Kensington taking their lettings expertise into Central London, after dominating the market in and around Wimbledon for several years. Alex shares how his impressive passion for running has translated into his business success and gives expert advice to anyone looking to take the next step in their career. A key take-away from this; be fearless and un-afraid to get it wrong! Listen now for an expert's insight into how to excel within the London lettings market. 

Sarah fell into the property world and became the first female Sales Director at Foxtons when it was still very much a male dominated space. Since then, she has held positions within a diverse number of departments covering lettings to corporate services!Spending 20 years with Foxtons, Sarah shares how the people there have helped her to remain loyal for so long, and the challenges she has overcome in her career ahead of setting up the BTR Team.Nick explores what changes Sarah has seen for women in property, any advice she has for to help grow their careers and how the sector can better promote careers in BTR for women and other minority groups.

In this podcast episode, Andrew Deverell-Smith questions Richard Margree further on the largest regen scheme in Europe, innovation and challenging the status quo of the conventional built environment.

Are you putting the people of your business first this year? The property industry has significant growth plans upon the horizon; platforms like RightMove have reported their ‘busiest ever start to the year' and HMRC's numbers highlighted that December's sales were 30% higher than October's. Each business will want to strategically capitalise on the market's bounce-back and its shared knowledge that having the right people in your business will help you achieve your tactical end goal. Our goal? To advise on the hiring market, how to retain talent and candidate behaviour. Our team at deverellsmith spend their career talking to professionals within the property industry – from entry-level to C-Suite – and we're confident our market intelligence can help with key business decisions. Every quarter, deverellsmith's CEO (Andrew Deverell-Smith) and Managing Director (James Campion) will provide insight, uncover data and have some fun whilst doing it.For the launch episode, the duo will respond ‘true or false' to statements regarding six topics which we often get asked about: candidates, hiring process, interview process, salaries, leadership and Employer Value Proposition. www.deverellsmith.com 

As the festive season draws to a close, the new year seems to fill with a sense of pressure to make resolutions and intentions to better oneself. The month tends to drag, due to fads like Dry Jan and Veganuary taking over. Most days are filled with grey clouds and rain, and to add to top it all off it feels like a lifetime until payday.What's the result? Blue Monday, supposedly the ‘most depressing day of the year'. The day was given the ‘Blue Monday' label by a travel company with the aim to boost travel sales. 17 years later, the day is now nationally recognised and typically takes place on the third Monday of the year. Although a myth and originally a marketing ploy – like Valentine's Day - we believe the January blues can still be real for many. Similarly to the Samaritan's and their #BrewMonday movement, our Employee Wellbeing Ambassador, Ryan Doyle, was on a mission to create a positive spin this year, as well as raise awareness and bring an expert into our ‘devcast studio'. Throughout the episode, Ryan speaks with Rhonda D'Ambrosio (Founder of Mental Health In Recruitment and UK Director of The Kite Program) to offer support and advice for anyone wanting to level up their knowledge on mental health, coping mechanisms and how to provide support to those in need.We hope you find this podcast useful, and always remember to take time to look after yourself and make yourself a priority.If you are feeling low, you can use the following helplines to speak with someone:Rethink –https://www.rethink.org/aboutus/what-we-do/advice-and-information-service/get-help-now/Mind –https://www.mind.org.uk/information-support/guides-to-support-and-services/seeking-help-for-a-mental-health-problem/where-to-start/Samaritans –https://www.samaritans.org/

Who lives in Build-to-rent?BTR is a booming sector, and each development attracts a multitude of people all with similar interests: but what's in their core?Nick and Ian will be revealing the DNA behind a BTR tenant in this episode of A New Lease of Life. ‘Who lives in Build-to-rent' is Ian's second publication and unveils data, analysis, key findings and expert commentary on the sector and its customers.  Ian's considered a highly trusted pioneer in the BTR world – trusted by Government, MPs and other decision makers – and is an advocate for housing policy, sustainability, planning and regeneration.With a passion for housing and providing an additional source of quality housing, he was on the Board of National Approved Lettings Scheme (NALS), formerly Chief Economist and Head of Policy at the British Chambers of Commerce, as a representative of the UK's small business and entrepreneurs.

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Whilst the majority of office workers were told to ‘stay at home' during lockdown 1, the life science world needed to return to work quickly and safely. Almost 40% of Biomed's tenants were working on COVID during this time so their ability to continue to operate was mission-critical. The sector needed to adapt (quick time), and it then became the norm to tour spaces suited up with gloves, masks and protective gear.Listen to the full interview where Andrew Deverell-Smith questions Colleen O'Connor on the most impressive ideas she's seen tested in the lab, how the sector will evolve and most importantly, whether she's a Bowie, The Beatles or Britney fan.

Daniels has now accrued over 2 million in investment, established a partnership with Samsung, travelled to Africa and built renewable homes and is a multi-award winner both individually and company-wide, including the accolade of Forbes 30 under 30 in the manufacturing and industry category, as well as a feature in the United Nations 75th anniversary book for his contribution to climate change.A Project Etopia facility is being set up in the United States, major Middle Eastern countries have signed up to ‘greenify' the continent and the UK business is in hyper expansion mode, with more clients and more developments underway and upon the horizon. And they're “not stopping there”.

This episode explores Jeremy's career, the specialist skills that are emerging and developing in BTR and their importance, company culture and much more.

Welcome to #ANewLeaseOfLife, a sub-series of the devcast… podcast, where you'll be learning how experts of the BTR, PRS, student accommodation and retirement living sectors climbed the ladder of their professional careers.Hosted by Nick Hammond, Head of Build to Rent at deverellsmith.