Senior Project Manager

The Essentials

• Status: Full time, permanent.
• Salary: £70-80k
• Working arrangement: We typically work 4 days in the office, 1 day from home.
• Hours: 37.5 hours per week.

The Benefits

• 25 holiday days per year
• 4 ‘Me Days’ per year (take a Me Day – focus on you)
• Team social events and trips
• Wellness allowance of £70 per month to be used for gym, classes, physio or other wellness costs
• Private healthcare with Vitality
• Mintago financial platform
• Drive Electric salary sacrifice
• Enhanced maternity, paternity and parental leave
• Employee referral scheme: £2,000 towards a getaway of your choice

Core Behaviours

The way we act and conduct ourselves, especially towards others. HSPG’s heart and soul.

PPHA

As part of HSPG, a leading social impact real estate company, PPHA is the Group’s Registered Provider. We partner with local authorities, housebuilders, and investors to create high-quality, affordable homes across Section 106, grant‑funded Affordable Rent, and Shared Ownership. Our mission is simple: to empower futures by giving families and first‑time buyers the chance to find stability, security, and a place to call home. By 2030, we aim to deliver quality affordable homes for over 5,000 families. Strengthening communities and transforming lives along the way.

Core Mission

Your core mission is to ensure PPHA and its customers receive safe, compliant, high‑quality homes from developers, on time and ready for customers. You take ownership of each scheme from early appraisal through construction to handover, ensuring planning, contractual, regulatory, and building safety requirements are fully met. You are the informed centre that aligns developers, agents, consultants, and internal teams to deliver homes that meet PPHA standards without compromise. You identify risk early, challenge where needed, and resolve issues quickly to protect PPHA from compliance, quality, and reputational risk. You ensure all certification, warranties, and compliance documentation is complete, accurate, and secured, providing full assurance before homes enter management. You work closely with internal teams and external partners to ensure homes are released for sales and lettings at the earliest possible opportunity, removing blockers, maintaining clear visibility of readiness, and enabling a smooth transition from delivery to occupation. You operate seamlessly across Acquisitions, Compliance, Finance, Housing, Sales, and external stakeholders, ensuring every home is accepted with confidence, clarity, and pace.

Obsess

These points get you out of bed in the morning and keep you up at night! If you’re not obsessed with these, the role isn’t for you.

• Trust, honesty and integrity: You influence decisions that could make or break the quality of someone’s forever‑home. Treat this with the utmost respect and honesty.
• The customer: You only accept handover when the product meets our quality standards. You understand the importance of being present on site, either personally or through your team, to ensure smooth delivery for our customers.
• Risk identification: You guard PPHA’s reputation and income by anticipating compliance, delivery, and stakeholder risks. You uphold the most up‑to‑date compliance, regulatory, and H&S requirements.

Excel

You are excellent at these areas: an expert.

• Process efficiencies: You are obsessed with creating a best‑in‑class Delivery function, including robust inter‑departmental processes and reporting to keep all areas of the business adequately updated.
• Organisation: nothing slips through the cracks. All documentation is organised, correctly filed and easy to instantly access.
• Self‑awareness: you know how to manage your time, juggle many stakeholders, while maintaining your own boundaries and ensuring that when you get stretched, the ship still sails smoothly.

Specific Experience

At least 6 years’ experience in a residential Development or Delivery function, with demonstrable experience of understanding compliance/handover documentation and contractual requirements, including working with external teams i.e. EAs/ Clerk of Works and developers.

Outcomes & Metrics

• 0‑3: Develop a clear end‑to‑end understanding of PPHA’s delivery requirements, including governance, workflows and interfaces, acting as a central point of expertise to ensure schemes align with PPHA standards from appraisal through to handover. Schemes progressing through governance and approval stages with minimal deviation from agreed PPHA delivery standards. Understand customer, internal, external, and investor expectations and translate these into clear delivery standards and processes. Translate customer, internal, external and investor expectations into clear delivery standards, contractual requirements, and operational processes. Contracts and Employer’s Requirements clearly reflecting PPHA, customer, and investor expectations, with limited post‑contract clarification or dispute. Embed a robust process ensuring all compliance and contractual documentation is complete and approved before occupation, acting as a final assurance gate. Embed robust assurance and governance processes to ensure all compliance, contractual, handover and certification documentation is complete, approved and fit for purpose prior to Practical Completion and occupation. Schemes achieving Practical Completion with all critical compliance and certification in place and minimal outstanding actions at handover.
• 3‑6: Proactively identify, assess and mitigate delivery, compliance, programme, financial and reputational risks at scheme and portfolio level, ensuring timely escalation and informed decision making to prevent post‑handover issues. Key delivery, compliance, programme, and reputational risks being identified early, actively mitigated, and escalated in a timely manner, with fewer unforeseen post‑handover issues. Strengthen handover requirements by embedding clearer standards into contracts to improve readiness at Practical Completion. Strengthen handover readiness by embedding clear standards into contracts and ensuring effective on‑site monitoring of compliance, health and safety, insurance and build quality, with assurance documentation in place ahead of PC. Homes entering management with complete, accurate handover information and reduced defects or remedial works post‑Practical Completion. Influence enhanced customer satisfaction, working with Asset Management and exit partners to increase our satisfaction score in line with One Page Business Plan (“OPBP”) targets. Enhance customer satisfaction by working collaboratively with Asset Management and exit partners to improve satisfaction scores in line with OPBP targets. Customer satisfaction results meeting OPBP targets, with fewer complaints linked to build quality or handover issues. Maintain effective financial oversight across schemes, ensuring delivery operates within approved budgets. Work with internal teams and external partners to manage cost pressures, maintain value for money, and identify opportunities for cost avoidance or savings without compromising safety, quality, and compliance. Maintain effective financial and commercial oversights across schemes, ensuring delivery operates within approved budgets, achieves value for money and identifies opportunities for efficiency, cost avoidance, or savings without compromising safety, quality or compliance. Schemes being delivered within approved budgets or agreed tolerances, with cost pressures identified and managed early.
• 6‑12: Drive continuous improvement and efficiency to support the regional scaling of Delivery operations. Increased delivery volume being managed through consistent use of standard processes and improvements that reduce delay or duplication without loss of quality. Build strong, effective working relationships with Employer’s Agents and housebuilders to protect PPHA’s reputation and resolve issues early. Issues with Employer’s Agents and housebuilders being resolved collaboratively at an early stage, with minimal escalation to formal dispute. Provide strategic leadership on how contractual frameworks enable delivery outcomes across the organisation, setting principles and direction that guide contract design, governance and risk appetite at scale. No material delivery issues arise that are directly attributable to contract structure or contractual misalignment, as evidenced through post‑PC reviews. Lead, develop, and motivate the Delivery team through clear expectations, effective delegation and visible leadership. A motivated, well‑led team delivering agreed objectives, supported by clear expectations, effective delegation, and positive retention and performance outcomes. Translate delivery and contractual risk into executive‑level insight and decisions, ensuring senior leaders have early visibility of material risks, trade‑offs and required interventions. Material delivery or contractual risks are escalated early with clear options and recommendations, resulting in timely executive decisions and no unanticipated post‑handover contractual or compliance issues attributable to lack of escalation.