Allison Homes
Building Trust
3,500
2,767
1,544
Introducing Our Senior Team
Ian Trinder Chief Financial Officer
Ian is a chartered accountant with an industrious career working on a number of IPOs and M&A transactions around the globe, working with some of the world’s biggest real estate and private equity investors such as Oaktree, Bridgepoint, Emaar, Oakfield and Blackstone.
With a wealth of financial and business acumen across many sectors including leisure, wealth management and tech venture capital, Ian has a strong background in the real estate sector working for companies like Hamptons International, Audley Group and Pegasus. His previous role before joining Allison Homes was CFO for Dominus, one of the UK’s most ambitious family-owned business groups.
Jon Cook Managing Director
Jon has an impressive 40-year long career in housing, across a variety of senior roles, including as managing director at Crest Nicholson, commercial and technical director at CALA Homes, and most recently as chief executive officer at Places for People Developments.
As Group Managing Director, Jon will oversee the company’s operational and commercial activities, including its drive to double the size of the business over the next three years.
Jon will also manage the Group’s existing regions in the South-West, East Midlands and Central/East, which are at the core of the company’s growth ambitions.
Jon has a strong track record of success and a clear management style that focuses on creating strong teams that can seize opportunities and solve problems together. With the full backing of our principal investor, we have a clear growth strategy in place, and Jon’s experience will be vital to helping us deliver this. His vast experience across the industry will take us to the next level of operational excellence.
Rob Roger
Chairman
Rob Roger brings over 25 years of executive leadership experience from within and beyond the world of development and property.
Notably, Rob has held pivotal positions at Merlin Entertainments (within The Tussauds Group) including a decade as CFO. Subsequently, his tenure at Spire Healthcare Group PLC spanned nine years, culminating in his role as CEO.
As Chairman and CEO at IQ Student Accommodation, Rob facilitated remarkable growth, doubling the company’s size and achieving an impressive 6% annual growth over six years.
In addition to his Chairman role at Allison Group, Rob also chairs three other private equity-backed businesses: Veonet, Everlight Radiology, and Orbis Education.
John Anderson Chief Executive Officer
John has wide-ranging board level experience spanning over 30 years, in key leadership roles covering all aspects of house building and the residential sector including land acquisition, mixed-use property development and corporate turnaround.
John joined Allison Homes which operates across the Midlands, East and South West of England, as Chief Executive Officer in 2020. During this time, he led a private equity backed management buyout of the business in 2021.
Following the recapitalisation, the business successfully closed a new £120m RCF with HSBC & NatWest bank in the same year, putting Allison in a strong position to ensure the success of its ambitious growth plans to build 2,000 homes annually within the next five years. John has a proven track record of exceeding corporate and commercial goals, whilst ensuring build quality, safety, customer excellence, company culture and well-being are top priorities.
Prior to Allison Group, John spent the ten years at Kier Group, where he was Executive Director responsible for the group’s housing businesses. Prior to that, John has held various senior positions including CEO of Princegate Estates Plc for over 10 years, managing director of Taywood Lifestyle Homes (part of the Taylor Woodrow Group) and group sales and marketing director at Taylor Woodrow Group.
Introducing Our Senior Team
Gordon More
Non-Executive Director
Gordon is an experienced chartered banker who has worked in both the private and public sector at senior executive level. Interim Chief Executive of Homes England until September 2021, Gordon also has over 30 years’ experience in banking and finance. Before his appointment as interim CEO, Gordon was CIO at Homes England for 7 years, playing a key role in the development of the strategic housing plan adopted by the UK government.
Prior to Homes England, Gordon held a pivotal role as Managing Director at Lloyds Banking Group’s Business Support Unit leading a team of 70 professionals working with companies involved in commercial real estate restructuring their financial frameworks.
In addition to his non-executive director role at Allison Homes, Gordon also has non-executive and advisory roles across the real estate sector including The Hyde Group, Housing Growth Partnership, LDS Sales Guarantees, Sigma Capital, JLL and Kingswood Homes.
Dave Sheridan
Non-Executive Director
Dave brings extensive board-level experience and knowledge to the role of non-executive director at Allison Homes, having enjoyed an industrious career in the UK real estate sector.
Starting out over 40 years ago at Wimpey Homes, by 2012 Dave was CEO of Keepmoat and oversaw a period of impressive growth during which the company increased output from around 1,500 homes per year to 4,500.
Prior to his 12 and a half years at Keepmoat, Dave held roles as Executive Chairman of Ilke Homes, CEO at Apollo Property Service Group for over 3 years as well as 6 years as Managing Director at Kier Group. He is currently chairman of M J Evans Construction.
Deborah Brown General Council
Deborah brings a wealth of legal expertise to her role as General Counsel at Allison Homes. Reporting directly to the board, she collaborates closely with John Anderson and the Managing Directors to ensure seamless legal operations.
Deborah’s career began in banking and management consultancy, where she managed several Nationwide Building Society branches in central London. She then re-trained in law, qualifying as a solicitor in 2004. Following her qualification, she became a partner at a leading agricultural and commercial law practice.
Deborah has extensive experience in corporate law, including restructuring and reorganisations. She is well-versed in solar and energy contracts, share purchases and sales, MBOs, joint ventures, shareholders’ agreements, partnership law, and advising LLPs.
Before joining Allison Homes, Deborah served as General Counsel for another housebuilder.
Darren Jones Executive Director
Darren has vast exposure operating at board level within the specialism of house building and management, having operated across complex stakeholder environments leading in strategy, policy development and strategic analysis.
JDarren has a proven record of delivering strong growth and financial performance with substantial experience in mergers and acquisitions and offers a depth of knowledge over a long career having built himself up from a trade background to an executive director of largescale businesses.
Prior to joining Allison Homes, Darren was Divisional Managing Director for the Midlands & South at Miller Homes for over 7 years as well as Regional Chairman at Persimmon Homes for 7 and a half years & Managing Director at Gleeson Homes for just under 4 years.
John Anderson, Group Chief Executive
Reflects
on achievements, challenges and future goals
The last year was all about embedding our new processes while navigating a changing and challenging economy and housing market.
As we look ahead, the UK housing market continues to face significant challenges and opportunities. The ongoing shortage of housing remains a pressing issue, with as many as 4 million homes still needed to meet demand. As a sector, we have a crucial role to play in addressing this shortfall and ensuring that housing is accessible, sustainable, and built to the highest quality standards.
We are well-positioned to meet these demands head-on, after taking significant steps to strengthen our operations and prepare for longterm success. We have more than 3,500 homes in the pipeline, with a combined expected development value exceeding £1 billion. Over the past year, we achieved a 13% increase in home completions and a 7% growth in turnover.
Building for Growth
Our newly launched Partnerships division has grown from strength to strength, resulting in a 34% rise in the number of affordable homes we have delivered. We’ve restructured our team to bring in the right skills, allowing us to adapt and succeed in this changing market. Our commitment to building 2,000 homes per year by 2027 is not just a target—it is a reflection of our determination to contribute to the future of UK housing, while fostering lasting relationships with the communities we serve.
Serving the environment
We recognize that our commitment to Environmental, Social, and Governance principles are vital to our long-term success, which is why this year we launched our new ESG strategy. Integrating sustainable practices into our operations not only minimizes our environmental impact but also enhances the quality of life in the communities we serve. By prioritizing ethical governance and social responsibility, we aim to build home that meet the needs of today while safeguarding resources for future generations.
Setting a new standard
Our new vision, ‘To be known as the homebuilder you can trust,’ embodies our commitment to integrity and transparency in everything we do. In a time when trust is paramount, we strive to build not just homes, but lasting relationships with our customers, partners, and communities. This vision guides our efforts to deliver quality, reliability, and exceptional service. Together, we are creating a future where our reputation as a trusted homebuilder sets us apart in the industry.
Looking Ahead
Despite an unpredictable economy and housing market, I am proud of our team’s resilience. We remain committed to caring for our people and communities while delivering sustainable housing solutions that align with government targets. building long-term trusting relationships with our communities.
Our commitment to quality and customer satisfaction is evident in our Trustpilot rating of ‘Excellent’ and an overall HBF satisfaction score of 96.7%.
Although the outlook is improving, challenges in the housing market, economy, and planning system persist. The industry needs more resources and a streamlined planning system to meet unprecedented housing demand. We support policies prioritising infrastructure development and empowering Homes England and local authorities to facilitate sustainable homes.
Allison Homes is well-positioned to meet housing needs across the UK, and we look forward to creating thriving communities for generations to come.
Allison Homes Building
Vision, Values, Why and Mission
Our new strategic business objectives
Our Why
To create great homes and communities that realise people’s dreams.
Our Vision
To be known as the homebuilder you can trust.
Our Mission
We aim to act with integrity in everything we do while building long-term trusting relationships with our customers, communities, stakeholders, suppliers, investors and our people. By delivering on our promises, we will grow a highly successful, trusted business known for creating exceptional homes and communities with uncompromising quality, service and care for the planet.
Our
Values Trust
We ALL keep our promises, do what we say we will and can be trusted.
Teamwork
We ALL work as a team, for the good of the team.
Kindness
We ALL genuinely care for our people – customers, suppliers and employees.
Passion
We are ALL ambitious, motivated and driven to succeed together.
Our Strategic Intent Blueprint to 2030: Trust in our Future
We aim to build an efficient, resilient and highly profitable business, trusted by our customers, employees and partners, leaving a positive legacy of developing highquality new homes in exceptional thriving communities.
Our 2030 Blueprint is structured around our 6 strategic cornerstones that will guide and transform how we work so that we can meet our future goals and build a great business.
All About Land & Growth
Insights from Allison Homes’ Group Land Director, Stuart Smith
Reflections on last year
The last year was a story of consolidation and strategic expansion for our team. I’m proud to say that amidst a difficult economic backdrop, we demonstrated strategic foresight, bold decision-making, and a relentless pursuit of excellence.
Setting the stage for growth
One of the defining moments of last year was the opening of our new East Midlands Regional Office in Castle Donington. This not only strengthened our regional presence but also marked an opportunity for stronger engagement with this community and its stakeholders.
Our development pipeline is a core strand in our growth strategy. With over 6,000 plots in our land pipeline and a total development value exceeding £1 billion across a mix of tenures, we are not just building homes, we are shaping the future of communities.
Acquiring opportunities
Land acquisition has been at the heart of our expansion strategy and in the last year, we purchased eight new sites, totalling over 1,000 units.
Each acquisition was a testament to the Land team’s ability to identify and maximise opportunities that align with our long-term vision.
Building on this momentum, during this financial year, we continued to expand our footprint with a further six sites, totalling in excess of 460 units.
Negotiations for a further six sites, totalling 880 units are also underway, demonstrating our relentless pursuit of meeting the diverse housing needs of our communities.
Fostering growth through Partnerships
By targeting the right new land opportunities, our newly launched Partnerships division has grown from strength-to-strength over the last year, and we have seen a 34% increase in the number of affordable homes delivered.
We are proud of the strong relationships we hold with our key housing partners across the public and private sectors, and with our growth commitments, we will continue to engage with our partners to deliver multi-tenure schemes.
Adapting to market realities
I’m proud of our ability to navigate regulatory and market complexities while delivering on our promises to stakeholders and delighted that we have secured planning permissions for 1,400 units in the past year, with a further 1,350 units currently progressing through the planning system.
As we look ahead, our focus remains on growing through strategic partnerships and innovative approaches to multi-tenure sites. This will allow us to adapt to the market dynamics and deliver sustainable solutions that stand the test of time.
100% Controlled with planning on all 2024 land
3-4 years Controlled planning pipeline
90% Controlled with planning on all 2025 land
6220 Owned and controlled plots
£1.4 billion Controlled planning pipeline
£1.77 billion Owned and controlled GDV
3 regions, 16 locations, 17 coming soon East East
Live Partnerships Coming soon
Partnerships with Social Purpose
Quality Homes, Built on Kindness and Community
We are committed to creating thriving communities. That’s why in 2023 we launched Allison Partnerships, a new division dedicated to delivering high-quality affordable homes across our regions.
Addressing the Housing Need:
Statistics tell a concerning story – 8.5 million people in England have unmet housing needs*. Local authorities struggle to keep up with the demand, leaving many people on waiting lists.
Our Role in the Solution:
Allison Partnerships is our answer to this challenge. We’re joining forces with housing providers and build-to-rent companies to ensure everyone has access to a quality new home.
Our Partnerships division will accelerate the delivery of diverse housing options. We’ll continue offering private homes while increasing the availability of affordable and rented properties. This comprehensive approach ensures we cater to a wider range of customers and contribute to a more inclusive housing landscape.
Our Goal:
Allison Group is on track to build over 2,000 new homes per year by 2027. Our ambition is that at least 500 of these (each year) will be delivered in partnership across our regions.
In the last year, we are very proud to have delivered more than 150 Partnerships homes, and are on track to deliver a further 250 next year.
50% of income generated from partnership revenue
4
partnership sites secured in the last year with GDV of £72m
34% increase in the number of affordable homes delivered
James Pennington Group Partnership and Investment Director
Building Strong Communities Together: The Partnerships Charitable Scheme
Giving back is core to who we are. Our team has a long-standing commitment to supporting the communities where we work. That’s why we also launched the Partnerships Charitable Scheme.
How it Works:
For every home contracted through a partnership scheme, we donate £100 to a local charity chosen in collaboration with our partners.
Together, we identify local charities that align with their values and the needs of the community. By supporting these worthy causes, we not only contribute to a positive impact, but also strengthen our relationships with partners and key local stakeholders.
£56,100 donated to local charities through the Partnerships scheme
All About ESG
Environmental, Social and Governance
At Allison Homes, we’ve built a reputation for creating thriving communities – places where people can connect, and lives can flourish.
This extends beyond the walls of our homes, it’s about a deep respect for the environment and the communities we build within.
That’s why we’ve just launched our ESG Strategy – a roadmap for integrating Environmental, Social, and Governance practices into everything we do.
Over the next 5-10 years, this strategy will guide our decisions to ensure a positive impact on our planet, our people, and the way we operate.
The Allison Homes ESG Strategy focuses on three key areas:
The Environment:
Protecting resources, combating climate change, and fostering biodiversity.
Our People:
Prioritising health, safety, and well-being for everyone involved in our journey.
Governance:
Upholding ethical practices and fostering transparency in all our decision-making.
This commitment aligns with the United Nations Sustainable Development Goals (SDGs), a global framework for creating a better future for all.
By integrating these goals into our strategy, we’re taking a proactive approach to building a more sustainable tomorrow.
In the coming year, we will delve deeper into each aspect of the ESG Strategy, showcasing the specific initiatives we’re undertaking to build a brighter future, together.
All About People
85% of our employees said they are proud to work for Allison Homes
Engagement and Culture
Our core values of Teamwork, Trust, Passion, and Kindness lie at the heart of everything we do. We have made significant strides in recruiting top talent into the business while continuing to invest in the training and development of our existing workforce. We are committed to fostering a culture where every team member can thrive and feel valued.
The positive response from our employees reflects this commitment, with an engagement survey response rate rising to an impressive 88%, up from 75% the previous year, and a consistent overall engagement score of 80%.
These results showcase the dedication and resilience of our people, who are the driving force behind our success.
Our new open-plan office in Peterborough, featuring a work café, collaboration space, private meeting rooms, and an outdoor area, has enhanced teamwork and collaboration. As we continue to grow, we remain focused on creating an environment where collaboration, support, and personal growth flourish.
Awards and Recognition
We continue to receive external recognition for our commitment to excellence and quality. This year, Michael Ramsay, East Region Senior Site Manager, won his second NHBC Pride in Job Award and Seal of Excellence award Awards for his outstanding commitment to high quality.
Harriers Rest in Wittering also received a ‘Highly Commended’ Certificate from LABC Warranty this year, in addition to East Regional Construction Manager Paul Vasey being honoured with the ‘National Site Manager of the Year’ award for his outstanding contributions at the same site.
Our commitment to training and development is exemplified by our ‘Highly Commended’ recognition in two categories: Large Apprentice Employer of the Year and Construction Apprentice of the Year last year.
Additionally, we proudly celebrate Jacob Kelp, our recently graduated apprentice, who was awarded ‘Apprentice of the Year’ this year at the Peterborough Telegraph Apprenticeship Awards.
These awards reflect our commitment to nurturing talent and supporting the growth of future professionals in the construction sector.
All About The Next Generation
Our Apprenticeship Programme
We’re passionate about nurturing future talent and building a diverse, skilled workforce. We’re thrilled to have 13 enthusiastic apprentices among the Allison Homes family this year. These apprentices are gaining invaluable hands-on experience through a combination of on-site and office work – learning that goes beyond the classroom. We’re incredibly proud of how quickly they’ve embraced their roles and thrown themselves into learning.
Investing in the Future:
This year’s group includes:
3 first-year apprentices:
• 1 Bricklaying Apprentice
• 1 Carpentry and Joinery Apprentice
• 1 Property Maintenance Operative
10 second-year apprentices:
• 6 Bricklaying Apprentices
• 4 Carpentry and Joinery Apprentices
High praise goes to Leland Moore and Poppy Ludgate, two second-year apprentices who have exceeded expectations by completing their courses several months ahead of schedule.
We take pride in the recognition our apprentices receive through industry awards, such as the Peterborough Telegraph Apprenticeship Awards. This year, Jacob Kelp was honored as ‘Apprentice of the Year’.
Investing in the Industry:
Our commitment to apprenticeships is a significant investment in the future. We believe in empowering our apprentices to become skilled tradespeople who will benefit not only Allison Homes but the entire construction sector.
We look forward to supporting our apprentices throughout their journeys and seeing them flourish in their chosen careers.
I have really enjoyed my time here. It has been great to learn whilst also being ‘hands-on’ and putting into practice what I’ve been shown.
Poppy Ludgate
“Finishing my apprenticeship early feels amazing and I’d like to extend my thanks to Allison Homes for the support and guidance they’ve given me.”
Leland Moore
All About Community
We believe strong communities are essential for a thriving society. That’s why we go beyond building houses by actively investing in initiatives that create a positive impact. Giving back is at the heart of our commitment, from financial support to volunteering our time and resources. We collaborate with charity partners to address the unique needs and aspirations of each community we serve.
Over the past 12 months, we’ve proudly donated more than £39,000 to local charities and community groups.
This support ranges from local sports clubs and schools to vital organisations like Cancer Research UK and the British Heart Foundation, to whom we regularly donate furniture from our show homes.
Building Strong Bonds:
Our commitment to community extends beyond financial contributions. We actively participate in initiatives that foster strong bonds, such as providing storytelling sessions to local Primary Schools for World Book Day. We are also partnered with the Lighthouse Construction Industry Charity, which is dedicated to supporting mental wellbeing in our industry.
Pride in Diversity:
We champion diversity within our communities. In 2024, we proudly supported four LGBTQ+ charities with a £2,000 donation, reflecting our commitment to creating a more inclusive world.
Our Partnerships Pledge
Our commitment to communities extends through Allison Partnerships.
The Partnerships Charitable Fund pledges to donate £100 for every home contracted through partnership schemes, aiming for a total of £200,000 in donations by 2027.
Beyond monetary contributions we engage in direct outreach initiatives to build genuine partnerships with our chosen charities.
At Allison Homes, fostering strong communities isn’t just a motto; it’s integral to everything we do.
