The Ongo Case Study

This case study outlines how I led a housing association to build a commercially successful business division, strengthen service delivery, and create a scalable model for community-focused growth, the Ongo Case Study: Public Sector Management Consultancy

Overview

I was approached, in a management consultancy capacity, to create a stand-alone commercial business model within a high-performing small housing association.

The housing association, now called Ongo, had taken over 10,000 homes in North Lincolnshire and managed these properties for its residents. It wanted to modernise through diversification into commercial business development and housebuilding.

The organisation operated within a complex stakeholder environment, including external regulators, board committees for housing, community and commercial matters, and around 400 staff led by directors and management teams.

My Role: Ongo Commercial Founder

My role began with building support for the housing association’s evolution by using benchmarking and external governance models to define a clear vision of the organisation as more than a management body.

I then led the selection of a commercially viable venture that could deliver tangible benefits across stakeholder groups. This resulted in the acquisition of Ashbridge Roofing. Negotiating the purchase was complex and required careful alignment of both parties’ requirements, management realignment, operational improvements, and stronger compliance to meet governance expectations.

Commercial Ventures

We acquired Ashbridge Roofing to provide in-house re-roofing delivery, improving both quality and capacity while also building the business to win external work. It became the largest company in its sector in the region, serving a portfolio of more than 50 diverse customers.

This created multiple apprenticeship opportunities, with some apprentices going on to win national awards. It also improved the quality of in-house roofing delivery, reduced re-roofing costs, expanded services into new external markets, and built a profitable, resilient company that contributed back to Ongo Commercial.

Following this success, we identified two heating companies that could be combined and added to the portfolio under the new Hales and Coultas brand. Retaining the existing owners ensured a smooth transition, customer continuity, and the retention of key employees. This business improved service delivery to Ongo Housing Association, strengthened best practice, lowered costs, and improved delivery times and capability. The same model was later applied to the acquisition and development of a scaffolding business alongside the roofing business.

Strategic Organisational Development

Building on these new capabilities, the Ongo board agreed to move into new-build homes. Rather than focusing on acquiring completed homes or responding only to infill requirements from external stakeholders, we developed a model aligned to Ongo’s values and led the shift toward mixed-community developments in smaller village settings.

This strategy focused on creating more sustainable communities through small mixed-tenure housing developments. By combining housing association homes with privately sold properties, we helped young people remain in rural communities through affordable housing, while private sales supported the funding of further development. Using our in-house delivery businesses in partnership with small local housebuilders, we supported local employment, strengthened skills, and delivered high-quality housing solutions that also contributed to rural community development.

Stakeholder Development

Stakeholder involvement evolved as Ongo Commercial grew. Initial reactions shifted from curiosity to a desire to participate and benefit. Risk appetite remained cautious until the model was proven, then increased as confidence grew. This was not always successful: in one example, directors sponsored the creation of an estate agency business but did not respond to early warning signs about poor role fit.

As Ongo Commercial became more successful, other boards sought greater oversight, creating competing expectations and conflicting agendas.

In response, we strengthened the commercial board by recruiting members with strong commercial backgrounds who understood business structures and could support further market access.

Ongo Commercial Success

Ongo Commercial started with a small loan and developed into a financially successful division, able to fund new business development and return value to the parent group to improve services. Around five new housing communities are delivered each year, and approximately 80 local people are now employed by Ongo Commercial.

Ongo Commercial’s success is now used by other housing associations as a model for commercial development.

Ongo Commercial now works across North Lincolnshire with housebuilders, other housing associations, and private companies, reinvesting profits back into the community.

Succession Implementation

As the business grew, the role outgrew a part-time consultancy arrangement. The new Ongo Group leadership team agreed that the position should be held by a full-time professional, and we went to market to recruit a permanent Head of Ongo Commercial.

The handover required careful engagement across multiple complex stakeholder groups. We also expanded the supporting leadership team, streamlined oversight arrangements, and designed a single operational base for all commercial activities. Ongo Commercial has continued to be a successful, sector-leading division within Ongo Housing Association.