A Week in the Life of a Senior Development Manager
I'm a Senior Development Manager in the New Business team in our South Region, which covers the Thames Valley, Hampshire and the Isle of Wight.
My role is to identify and secure new housing development opportunities. I lead projects through appraisal, planning, legal and commercial negotiations before handing them over to delivery colleagues. These opportunities can include legacy land-led projects, developer-led schemes, joint ventures, and Section 106 developments. The role focuses on ensuring we deliver financially viable, high quality affordable housing schemes while managing risk and building strong partnerships across the industry. It's great because I'm able to influence projects right at the start of the development process, where decisions can have the biggest impact.
My job combines commercial decision-making, project management, stakeholder engagement and a lot of problem-solving. You have to balance commercial objectives with SNG's social purpose and long-term goals.
I recently completed a secondment into a 'Head of' role, which gave me exposure to leadership responsibilities and broader strategic decision-making. I particularly enjoyed supporting and developing colleagues and helping the team navigate challenges. It was rewarding to be part of a very successful and busy period, with a number of sites progressing into contract and new opportunities being secured.
For me, this secondment demonstrated the development opportunities available at SNG and allowed me to broaden my skills and experience.
Monday
To be honest, no two days are ever really the same and there isn’t really such a thing as a ‘routine week’ as such. Though there are always daily and weekly tasks along with meetings.
On an average Monday, my first task is to catch up on emails and priorities after my non-working day on Friday. Then I might prepare for the weekly New Opportunities meeting, which takes place on Tuesdays, by reviewing information submitted by developers and agents and identifying any gaps. The meeting is held for stakeholders to provide an initial view on support for the scheme, with colleagues in attendance -from Locality, Lettings, Re-housing etc..
I then work on live projects, including a land-led scheme that is progressing through a Section 73 application. This is a formal request submitted to the council to change or remove conditions attached to an existing planning permission.
It involves working with planning consultants, legal advisers and internal colleagues to find the best way to optimise an already approved scheme. I would then usually review design matters, budgets, programme assumptions and project risks.
With all schemes, I identify and manage risks early so that issues don't become bigger challenges later in the process. I also get to influence design, quality and customer outcomes before projects are contracted.
Our team is all in the office on Mondays so I'll meet with colleagues in person to review new opportunities received and discuss whether they could be a good fit for SNG. Being together also allows to have ad hoc conversations and a general catch up. I may also provide project updates to senior leadership.
Tuesday
I'll present potential development opportunities to key colleagues at our New Opportunities meeting. I'll talk through site layouts, housing mix, appraisal assumptions and key project information to help stakeholders form a view.
What keeps me motivated is that New Business sits right at the start of the development process. The decisions we make around contracts, design, risk and strategy can have a lasting impact on the success of a scheme and, ultimately, the homes and places we create.
Before working at SNG, I came from a housebuilding background and when I joined SNG I was fascinated by the complexity of affordable housing, with its different tenures, funding routes and delivery models.
Following the New Opportunities meeting, I'll prepare for our monthly Development Review Meeting by reviewing project performance, cash flow, programme, risks and costs.
I'll then hold calls with project team members to ensure key actions are moving forward and information is up to date.
Wednesday
On Wednesdays, I'll attend a mixture of internal and external meetings covering new opportunities, existing projects and business processes. I enjoy creative thinking and problem-solving, particularly on land-led schemes where finding solutions can unlock significant value.
I'll then complete appraisal work on both new and existing schemes and update financial models and reporting information. I'll also finalise presentations for project reviews and governance meetings.
One of the best parts of the job is visiting sites and seeing opportunities come to life beyond plans, reports and spreadsheets.
Thursday
Thursday is our team office day in Basingstoke with colleagues from across the South Region. This involves team catch-ups, appraisal reviews and discussions with directors on live opportunities.
I'll review offers being prepared and discuss potential acquisitions.
I'll present projects at the Development Review Meeting, answer questions from senior stakeholders and agree actions to keep schemes moving forward.
It's rewarding knowing that the work we do ultimately helps create high-quality homes and communities for our customers.
Friday
I recently reduced my hours to four days a week, so I don't work on Fridays. SNG has been really supportive in helping me balance my role with my individual needs.
This additional day gives me more flexibility to prioritise my wellbeing and make time for the things that help me re-charge outside work.