Business Operations Director

PPHA exists to be part of the solution to the biggest social crisis in the UK: housing. Your job is to make sure every operational decision from exchange to practical completion, and beyond (ongoing housing management) reflects that.

Your core mission is the customer. The families and individuals who live in PPHA homes need a landlord that delivers on its promises, a team that is genuinely professional, and a culture that puts their experience first. You are accountable for all of that.

You lead, develop and grow a best-in-class operations function. You encourage and influence your team in an inspiring, energetic, fast-paced, purposeful environment.

You own the full post-exchange lifecycle: where the transactions team ends, you begin. You drive delivery, lettings, sales and housing management, holding managing agents to a high standard and ensuring the handoff across every part of the business flywheel is seamless.

You are measured by what customers experience, what your team delivers, and how the business grows because of you.

SPECIFIC EXPERIENCE

Experience leading operations within a comparable environment. Track record managing third-party managing agent relationships at a senior level.

You obsess over:

• Customer experience: ensuring every PPHA customer is well-housed, well-supported and receiving an exceptional experience.
• Performance: holding every part of the operating chain to account, from internal delivery teams to managing agents and block managers.
• Continuity: the seamless handoff across the PPHA flywheel, from transactions through delivery, sales and operations, and into the finance and investment function, so nothing is lost between teams.
• AI-enabled systems: building a tech-forward, AI-enabled operational function that is efficient, scalable and future-proofed.

EXCEL

You excel at:

• Problem solving: the ability to take a complex or hard-engrained problem and create innovative solutions that considerably increase efficiency and process time.
• Leadership and people development: measurably improving people through influence, clear coaching, honest feedback and a genuine belief that investing in people’s growth is the most important responsibility a leader holds.
• Third-party management: getting the best from managing agents, block managers and LA partners without losing control or standards.
• Commercial awareness: understanding how operational decisions affect customer outcomes, investor returns and the long-term performance of the platform.

Early traction and strategic control.

• Deep understanding of PPHA’s housing portfolio, operational performance and key relationships (managing agents, LAs, Homes England) developed.
• Full ownership of delivery pipeline, lettings, shared ownership sales and housing management operations established.
• Clear assessment of managing agent contract performance completed, with improvement plan in place where needed.
• Strong relationships built with the team, SLT and key local authority and Homes England partners.
• New performance reporting rhythm implemented and operating effectively.
• Analyse processes within the functions in your area of responsibility and recommend areas for process improvements, deletions, optimisations and automations.

12-month impact outcomes

Material impact and results within first 12 months.

• PPHA’s operational functions running at a consistently high standard across delivery, lettings, housing management and sales.
• Void turnaround times and lettings performance materially improved against a clear baseline.
• Managing agents held to contract standard with escalation processes that resolve issues before they become risks.
• Customer satisfaction and TSM scores improved by at least 25%, with a clear roadmap for continued progress.
• The efficiency and output of the sales function optimised, with clear pipeline management and improved performance across lettings, shared ownership and resales.
• PPHA positioned for portfolio growth with scalable operations processes in place.

You are accountable for:

• Post-exchange delivery and handover operations.
• Housing management quality, including managing agent performance (AR and SO).
• The operations of the sales function, including lettings, shared ownership, sales and resales.
• Leadership of the Head of Delivery, Head of Housing and Head of Sales.

You are not accountable for:

• Anything pre-exchange, which sits with the Transactions team.
• The investment and finance functions.
• Business operations, including People, Marketing and Brand.