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Resilient leadership in turbulent times
How Oaklee is navigating a challenging operating environment to deliver homes that change lives
GOVERNANCE
STRATEGY
Sharon Cosgrove
Chief Executive, Oaklee
Sharon Cosgrove
Chief Executive, Oaklee
Issue 80 | October 2025
In Ireland’s housing sector, pressure is constant. For Approved Housing Bodies (AHBs) like Oaklee, the past year has tested our resilience, but also revealed opportunity. Leading through this period has meant making swift, clear decisions while staying deeply committed to our mission. I’m fortunate to work with talented colleagues who share a focus on building the environment needed to grow our collective skills and ambition. That’s what keeps us centered on what matters most: delivering homes that change lives.
A sector in flux
The housing landscape is evolving rapidly, shaped by policy reform, structural shifts, and new delivery models. At Oaklee, we’ve responded with openness and agility. As we await the new Housing for All plan and the AHB Strategic Review, we’re actively engaging with stakeholders and staying true to our values. These transitions remind us why our work matters and why people must remain at the heart of housing policy.
Funding uncertainty in early 2025 posed a real challenge. Since June, however, we’ve secured seven funding approvals, with more progressing well. The outlook for the rest of the year and beyond is positive, and that’s a real source of pride for us.
The Capital Advance Leasing Facility (CALF) model is under review again, and the cancellation of Social Housing PPP Bundle 3 – alongside the review of Bundles 4-7 – has added further uncertainty. In these moments, I’ve leaned on our team’s adaptability and our board’s strategic steadiness. Their long-term focus and confidence help guide us through short-term turbulence.
Our leadership team has prioritised resilience, curiosity, and creativity, traits essential for growth. We empower people to make decisions, think deeply, and explore new approaches. This culture strengthens partnerships and fuels progress. My leadership style, anchored in agility, autonomy, and collaboration, has helped shape a shared sense of purpose. Seeing our teams embrace this reinforces my belief that it will help carry us forward.
“Funding uncertainty in early 2025 posed a real challenge. Since June, however, we’ve secured seven funding approvals, with more progressing well. The outlook for the rest of the year and beyond is positive, and that’s a real source of pride for us.”
Delivering impact
Despite challenges, over the past 18 months, Oaklee has:
- delivered more than 400 new homes, including our first mixed-tenure development of 184 social and cost rental units
- launched a new sustainability strategy
- enhanced tenant engagement and customer service
- completed a board effectiveness review and skills audit
- maintained regulatory compliance
- secured a strong pipeline of future projects, with 447 homes in contract and fully funded, and 345 more in contract pending full funding
new homes delivered by Oaklee over the past 18 months
in contract and fully funded
homes in contract pending full funding
Investing in culture and capacity
In 2025, we transitioned to a new office space designed to foster collaboration and wellbeing. This move reflects the kind of organisation we aspire to be: open, thoughtful, and people-centred. At Oaklee, our culture is rooted in trust, curiosity, and creativity and we believe that when people are empowered to think independently and explore boldly, extraordinary things happen.
We’ve also invested in digital transformation, streamlined operations, and strengthened governance. These efforts aren’t just about efficiency, they’re about serving our communities more effectively. Every step forward reflects our belief that innovation thrives in environments where people feel supported and inspired.
Throughout this journey, I’ve continued to advocate for the role of AHBs in Ireland’s housing future. We bring deep local knowledge, long-term stewardship, and a commitment to quality. But we can’t do it alone. We need government, funders, and partners to recognise our contribution and continue to support it
At Oaklee, our ambition to grow is rooted in the needs we see every day. Growth isn’t about numbers; it’s about impact. I’m proud of what we’ve achieved and hopeful about what lies ahead.
“AHBs bring deep local knowledge, long-term stewardship, and a commitment to quality. But we can’t do it alone.”
