Andrew Taylor


Andrew has nearly 30 years’ experience in housing, working with local authorities, housing associations and tenant led organisations.

From 2008 to 2016 he was Chief Executive of Sutton Housing Partnership, where he oversaw the transformation in performance, increasing resident satisfaction from 68% to 90%. He also led the delivery of the Decent Homes Programme, investing over £150m in the housing stock. This included the refurbishment of the borough’s largest tower block, demonstrating it is possible to increase thermal efficiency and enhance resident safety.

Since 2016, Andrew has operated as a consultant and held a number of interim leadership roles. He is happy to work in challenging environments, bringing stakeholders and organisations together to achieve strategic goals.

He currently oversees Kensington and Chelsea TMO’s engagement with the Grenfell Tower Inquiry and police investigation. This followed a programme of engagement with local residents and the board to realign the governance following the hand back of housing services to the Council.

He has a number of non-executive roles and has just joined Connexus Housing Group as Chair of Audit and Risk, where he will be supporting their improvement in governance and regulatory compliance.

Example projects:

  • Stabilising a community housing association following the departure of chair and chief executive and undertaking a governance review to enhance regulatory compliance.
  • Development of risk management strategy and implementation oversight through the creation of an audit and risk committee.
  • Creating a monitoring framework for a real estate investment trust to enhance assurance over regulatory compliance of its housing association counter-parties.
  • Undertaking a strategic options assessment for a small local housing association. This led to the procurement of a comprehensive housing management service to deliver a high quality and compliant service for its residents.
  • Supporting a large residents’ association to improve its governance in order to maintain the use of Council owned community assets.

Key areas of work:

Interim leadership/Stakeholder management/Strategy/Governance/Risk Management

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