Tony Smith,that Housing IT Guy https://uk.linkedin.com/in/tonysmiththathousingitguy @HousingITguy

Some thoughts on IT and UK SocialHousing from a unique perspective of over 27+ years working with over 140 RSL's, Councils and social landlord groups in the UK, Ireland & Australia. (c) No reproduction without prior/express permission Available for independent housing RSL implementation, procurement of HMS, Repairs, CRM, EDM, DLO, Financial, Scheduling systems, critical friend etc. In Scotland I work with the folks at Arneil Johnston Check us out on Soundcloud /housingitguy

Wednesday, 25 February 2026

Shopping

If you do the X / Bluesky thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

After Solvares buys More-IQ, then merges with Totalmobile. UK housing DLO & contractor repair systems just got a lot more interesting. Two announcements in four days and neither is small.

Following on from consolidating FLS (Fast Lean Smart) recently, Solvares Group has acquired UK-based More-IQ, a true Cloud dynamic scheduling specialist that has been aiming straight at social housing landlords. Good on Nick, Katie and Gael on that one. 😉

Then Solvares and Totalmobile announced yet another merger, creating a combined group of 800+ people supporting 4,000+ customers, with housing explicitly called out as a key sector. This matters because scheduling these days is not a nice-to-have. In housing repairs, it is the control room. If the scheduler is average, everything downstream looks average too: customer comms, compliance visits, voids sequencing, multi-trade, right-first-time, and the “why did nobody turn up?” calls.

What does this mean in simple terms, a view from a seasoned sector Critical Friend ?

Solvares is stitching together optimisation and scheduling brains with a mainstream field service execution platform. More-IQ strengthens the cloud-native scheduling side, and Solvares explicitly positions it in their comms as boosting its offering for the housing sector and accelerating cloud-native innovation.

The Totalmobile merger statement is basically “planning through to execution”, at scale, with no immediate change promised to existing customers. Well, they all say that don’t they?

These platforms are winning some significant housing deals and often banging on about those wins. How some of those pan out to satisfactory go-lives might be somewhat shankier. I mean I see some of these in my projects.

Community Housing recently has selected Totalmobile’s platform to support repairs for 6,000+ homes, with 70 operatives, aiming for March 2026 go-live and projecting £750k+ net savings over five years. Hyde Housing has a published repairs contract with Totalmobile extending field-service and scheduling capability across wider operations. Wandle Housing Association awarded Totalmobile Connect, Mobilise and Analytics via G-Cloud. Raven Housing Trust and Vivid Homes are great More-IQ examples.

So what should DLO repairs managers and housing organisations do next? Maybe don’t panic. But also not sleepwalk into a new foreign-owned group making quiet changes while you are busy fighting damp, mould and backlog. After all, there are some great alternative indie choices out there too, such as ROCC who quietly seem to be just getting on with doing a good job with everything ‘in the SAAS box’.

Here is what I would get nailed down now, in writing, (with dates OBVs) :

Roadmap certainty: what gets invested in, what gets merged, and what gets nudged toward end-of-life over the next 24 months. The press line is “no immediate changes”, but “immediate” is doing a lot of heavy lifting there (like every merger or acquisition).

Commercial protection: what happens to pricing at renewal when products get “simplified” into bundles, or the additional contract clauses bubble up.

UK housing priority: ask how UK housing feature needs, support coverage, and escalation routes are protected when priorities get set outside the UK. Lets hope all decisions need not go via Heikendorf, DE in the future, that would not be clever for customers across the British Isles, RP's & AHB's.

Integration commitments: if your HMS, CRM, comms, compliance, BI Reporting, or contractor ecosystem hangs off scheduling, insist on a clear integration support plan. In a merger, interfaces are where surprises breed, particularly if some products could be depreciated, or swapped with other alternatives.

And what about OneAdvanced DRS, you know OptiTime as was? (Showing my age now)

This is the bit that should make OneAdvanced customers and prospects sit up straighter. OneAdvanced markets Dynamic Resource Scheduler as a core product for field workforce optimisation and it is also being sold on G-Cloud frameworks as Resource Scheduling (formerly DRS).

But the competitive pressure is more real than ever, because Solvares has just bought a supplier that is positioning itself as cloud-native dynamic scheduling software with a housing-first focus, and it is now (most likely) being paired with Totalmobile’s execution platform.

So the likely impact on DRS is not “DRS is dead” (not quite yet anyway). It is more like this: procurements get harder, buyers will ask more awkward questions about what “cloud” really means, and incumbents will be pushed to modernise faster because the Solvares-Totalmobile combo can pitch an end-to-end story with a cloud-native scheduling engine at its centre. Again, this is not an only option, look and think out of the box, you don’t always have to be with the big boys. Often small and perfectly formed is an advantage.

If you are a DRS landlord/user, you probably do not need to rip out and replace. But you should use this moment to extract roadmap clarity and commitments, because serious competition has just arrived with a variant of 100% true Cloud scheduling and (potentially) a much bigger chequebook behind it.

My Take is this could genuinely help providers, if it leads to better scheduling that matches the reality of housing, then actually executes cleanly in the field. However, consolidation is never a charity project. It is a control project. The winners will be the landlords who treat this like any other high-impact supplier change: tighten governance, pin down roadmap and commercials, and keep hold of their operational data and integrations so they stay in the driving seat. Hopefully the consolidated helpdesk will not give you too many sleepless nights.

Is your organisation struggling to justify a software change, or worried not everything has been covered?

Get in touch , I will drop in for a cuppa & bring the Fox's Chocolate Gingers ☕

_/_/_/_/_/_/_/_/

I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

Pet Shop Boys – Shopping

(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009

Access a quick list of our Social Housing ICT blog posts here , what projects do we get involved in? Access them here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.

File Under: #HomesForBritain,#HousingDAY,#InternetOfTenants,#Shout,#UKHousing, 07854655009, 1st Touch,1stTouch,360,365Agile,3squared,4Js, ACL,ALMO,AMS,AX,Aareon,Abritas,Academy,Accuserv,Accuserve,Active Housing,ActiveH,ActiveF,ActiveFinance,ActiveHousing,Acutence,Advanced,Affinity,Aidenn,Agile,Agile365,AHB,AirWatch,Alscient,Alfresco,Alignment,Allpay,Amazon Web Services,Anite,Apex,App,ArchHouse,Archouse,Asprey e-state pro,Asset Management,Associates,Aurora,Average IT Costs,AWI SX Integration Toolkit,AWS, BI,BO,BPR,BancTec,BigChange,Blockwise,BluTek,Bluebox,Blueprint,BrikHousing,Browser Applications,BC, Business Central, Business Objects,Business Planning,Business Process Review,Business social networking, CACI,Capita One Housing,CBL,CCS IT Keystone CCSIT,CEDRM,CHICS,CHR,CIH,CMS,COA,CORE,CPL,CRM,CRM2013,CRS,CTI,CTX,Cadcorp,Capita,CapitaOne,Capita One,Capital Management,Cashflow,Castle,Castleton,Castleton Technology,Cedar Open Accounts,Cerrus,Change,Charges,Chartered Institute Of 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. . . . . . . . . . . . ES | FR | DE | IT | UK

Wednesday, 4 February 2026

I need to know

If you do the X / Bluesky thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

There is a particular kind of implementation day that starts with hope and ends with you staring into the middle distance, wondering how we got here. You have an “experienced supplier consultant” on the Teams call, billed at a £grand a day and up, and within ten minutes you realise the experience is mostly in filling out timesheets and saying “great question” while quietly avoiding the answer. They have often been parachuted in from the subs bench, often after being gently hoovered up from a customer who trained them as a super user, and now they arrive carrying one mental model of how SocialHousing works. One organisation, one configuration, one way of doing things, preserved forever like a fossil in amber. And because it worked at their old place, it must be universal. Like housing is a chain pub and every branch has the same menu, the same staff rota, and the same bloke in the corner who is always on his third pint of Guinness by 11:30.

What really sends my blood pressure north is the little phrase they wheel out when a client asks a perfectly sensible question about how the system behaves, how data flows, what the audit trail looks like, or what happens in the messy edge cases that happen every single day in real life. “Well you don’t really need to know about that.” Oh right. Cheers for that. I will just go back to running a regulated public service with vulnerable residents, governance, scrutiny, and a board that quite likes “knowing about that”, while you carry on pretending curiosity is a character flaw. It is a weird thing to say to people who have usually forgotten more about housing services than the consultant has ever learned. It is also a dead giveaway. It does not mean “you don’t need to know”. It means “I don’t know, and I’d like this conversation to stop before you notice.”

The bigger issue underneath it all is the sheer pride some suppliers seem to take in being siloed. You will meet someone implementing an integrated platform who proudly announces they “only do rent accounts” or “only do repairs, (just these non-DLO ones)” or “only do CRM scripts” as if they are a specialist surgeon. Except the whole selling point of an integrated system is that it is, you know, ‘integrated’. Housing does not arrive in neat little module-shaped parcels. A repair touches assets, compliance, contractor payments, tenant communications, satisfaction, sometimes safeguarding, and often a whole lot of reputational risk if it goes wrong. But somehow we are meant to accept that the person leading the work has no idea what happens when their bit of the system bumps into the next bit, like it is none of their business. For a thousand quid/euro a day, you would hope “none of my business” is not the core implementation methodology.

Then you get the repeated ritual of “I’ll take that away.” Now, to be fair, there is a proper version of that. Sometimes a question is complex, or it needs checking, or it depends on configuration choices. Fine. But there is another version where “I’ll take that away” is basically a substitute for knowing your own product. And when you have to “take it away” again and again, workshop after workshop, it stops being diligence and starts being theatre. The session loses momentum, decisions drift, the client loses confidence, and people start inventing workarounds because nobody can explain the real way the system behaves. The customer becomes the glue holding together a set of disconnected supplier specialists, and the customer is paying for the privilege. It is like hiring a plumber who can fit the taps but needs to “take away” any questions about pipes, water pressure, or whether your bathroom is actually connected to the rest of the house.

What makes it worse is the upside-down reward structure in supplier land. The person who survives implementations by deflecting questions and staying inside their tiny comfort zone can end up rewarded with a move into pre-sales or sales (Rolex incoming...), cheerfully presenting the whole suite like they designed it. Meanwhile the genuinely good consultants, the ones who learn the end-to-end flows, understand how housing actually works, and can join dots across modules without breaking into a sweat, are rarer than a quiet night out in the NQ4 Northern Quarter. Customers do not expect one human to know everything, but they do expect expertise proportionate to the day rate. If you are charging premium wonga and you are not even slightly embarrassed that you cannot answer basic questions about the system you are implementing, that is not just a knowledge gap. That is a culture problem.

And just to be clear, this is not about being nasty to individuals. People move jobs, people learn, and everyone starts somewhere. It is about the sheer normalisation of mediocrity, dressed up as “implementation experience”, and the way it wastes client time and project momentum. In social housing, you cannot wing it. We have complex tenures, care services, RSH regulatory pressure, scrutiny, tight budgets, and residents who pay the price when systems fail. A good implementer brings curiosity, humility, and enough badged product breadth to have an adult conversation about how things really work. They do not shut down questions, and they do not act like it is a badge of honour to only understand a tiny corner. If you are implementing an integrated system, you should be working to become integrated in your own knowledge too. Radical idea, I know but there you go, many do call me The SocialHousing ICT Critical Friend !

Is your organisation struggling with a long running, frustrating system implementation?

Get in touch , I will drop in for a brew & bring the Macaroons ☕

_/_/_/_/_/_/_/_/

I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

Tom Petty and the Heartbreakers, I Need To Know

(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009

Access a quick list of our Social Housing ICT blog posts here , what projects do we get involved in? Access them here

. . . . . . . . . . . . ES | FR | DE | IT | UK

Thursday, 22 January 2026

Make A Move (exit the 18 month club…)

If you do the X / Bluesky thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

On Critical Friends, Critical First Steps, and the 18-Month Limbo Club, the other day out of the blue, a director from an organisation I’d recently worked with dropped me a note to say thank you. Not for rescuing a go-live, or untangling a programme that had quietly drifted into spreadsheet archaeology. Not for stabilising something already wobbling. They thanked me for (just) getting them started.

Started on their procurement journey to new systems that is.

That small detail stuck with me, because it highlights something in my three decades in the sector, I've noticed we do not talk about enough in #socialhousing, asset management, repairs, customer services etc. A lot of organisations are not failing at implementation. They are not even failing at procurement. They are stuck somewhere earlier, in a kind of organisational limbo where everyone agrees change is needed, but nobody quite pushes the first proper domino over.

The “Critical Friend” role I have often written about previously is often seen as something you bring in once procurement is done & dusted. Contracts signed, steering groups formed, and the inevitable workshop where someone asks what success looks like, (while everyone avoids eye contact). But by then, many of the most important decisions, or non-decisions, have already been made. Being a Critical Friend much earlier is different. It is less about fixing a plan and more about helping an organisation admit that it does not yet have one, (or at least sometimes not one it is prepared to act on).

What that usually means is asking awkward but necessary questions before anything has gone to market. What problem are you actually trying to solve? What is the real cost of staying as you are, beyond the collective sighing in meetings? What does “better” look like on a grey Tuesday morning when the phones are busy and a system is under pressure? And perhaps most importantly, are you genuinely ready to move, or are you still doing a bit of superficial browsing and tyre kicking?

Browsing is where a lot of organisations get stuck. Suppliers engage positively. Demos are attended. Workshops are run. Requirements are discussed and refined and discussed again. Suppliers may suggest a dodgy feeling direct award. Someone produces a draft options appraisal that feels reassuringly substantial. And then time passes. Eighteen months. Sometimes two years+. Nothing formally progresses, but everyone feels busy and involved, which can be oddly comforting.

Software suppliers have pointed this out to me more than once, (usually with admirable diplomacy OBVs). They will honestly say that engagement has been good, which is true. It just has not gone anywhere. And the reason is rarely a lack of intelligence or intent. It is usually fear or inexperience, dressed up as prudence.

There is often a quiet fear of procurement itself. Not because procurement colleagues are unreasonable, but because procurement is where thinking turns into doing. Up to that point, it is all hypothetical. Once procurement enters the room, it becomes about routes, governance, compliance, and decisions that have names attached to them. It becomes harder to stay safely non-committal. My attitude is very much to engage with procurement early however, they are not to be feared! Its a fallacy that your procurement team are there to prevent you buying anything.

There is also anxiety of the marketplace. Housing has a long memory, and system changes that went wibble linger in organisational folklore for years. People worry about picking the wrong supplier, or missing a better one, or being dazzled by shiny dashboards, or that integration disaster, while the fundamentals quietly disappoint. That anxiety can keep organisations circling the runway long after they should have taken off.

Above all, there is fear of making a mistake. In social housing, mistakes land on real people. Rent/Service Charge accounts, repairs, compliance, damp & mould, and trust are not abstract concepts. No one wants to be the person whose name is later associated with an “unfortunate outcome”. So the safest option can feel like not deciding at all.

The problem is that no decision is still a decision. It just spreads its impact quietly over time. Limbo has a cost, even if it feels calm. Good people burn energy propping up creaking processes and legacy systems. Workarounds and spreadsheets harden into unofficial policy (the Shadow IT). Data quality never quite even starts to improve, because nobody wants to invest effort cleaning and preparing data for a system that might be replaced “soon”. Transformation opportunities are missed, not because the ambition is lacking, but because the foundations are not moving.

After a year or two of this, organisations often feel tired before they have even started. So much discussion has taken place that the emotional energy meant for delivery has already been spent. At that point, ambition gets trimmed. Scope is quietly reduced. Or the whole thing is deferred again, usually until after the next restructure, which in housing terms can sometimes mean a very long wait indeed.

I sometimes wonder whether more organisations are stuck in this early limbo than are struggling with delivery programmes that never quite land. Implementation failures are visible and noisy. Pre-procurement paralysis looks sensible from the outside. It gets described as caution, or due diligence, or waiting for the right moment. Housing is very good at creating more moments to wait for.

There is a simple test I often come back to. If you had to state, honestly, the single biggest thing stopping you from moving to procurement, what would it be? Not the long list of issues, but the real blocker. Until that is named, organisations tend to orbit the problem rather than tackle it.

If any of this feels uncomfortably familiar, it is not something to be embarrassed about. The pressures are real, the risks are real, and the environment is unforgiving. But organisations that move well are not those that eliminate uncertainty. They are the ones that acknowledge it early, structure it, and move forward anyway.

That is where the right experienced Critical Friend can genuinely add value, long before a contract is signed. Not by telling you what to buy, but by helping you move from “we should” to “we are”.

So if your organisation recognises that it is blocked at the very start, do consider reaching out to me at some point. Not when the programme is already smouldering. Earlier than that, when you are still standing on the touchline, debating whether the ball is regulation size*, and wondering why the match never seems to start.

* Size 5 in case you were wondering - circumference of 68 to 70 cm (about 27 to 28 inches) and a weight of 410 to 450 grams at the start of a match. The internal pressure should be 0.6 to 1.1 bar, which is 8.5 to 15.6 psi.

Is your organisation doing more pondering than transforming ?

Get in touch , I will drop in for a cuppa & bring the Hobnobs ☕

_/_/_/_/_/_/_/_/

I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

Lostprophets – Make A Move

(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009

Access a quick list of our Social Housing ICT blog posts here , what projects do we get involved in? Access them here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.

File Under: #HomesForBritain,#HousingDAY,#InternetOfTenants,#Shout,#UKHousing, 07854655009, 1st Touch,1stTouch,360,365Agile,3squared,4Js, ACL,ALMO,AMS,AX,Aareon,Abritas,Academy,Accuserv,Accuserve,Active Housing,ActiveH,ActiveF,ActiveFinance,ActiveHousing,Acutence,Advanced,Affinity,Aidenn,Agile,Agile365,AHB,AirWatch,Alscient,Alfresco,Alignment,Allpay,Amazon Web Services,Anite,Apex,App,ArchHouse,Archouse,Asprey e-state pro,Asset Management,Associates,Aurora,Average IT Costs,AWI SX Integration Toolkit,AWS, BI,BO,BPR,BancTec,BigChange,Blockwise,BluTek,Bluebox,Blueprint,BrikHousing,Browser Applications,BC, Business Central, Business Objects,Business Planning,Business Process Review,Business social networking, CACI,Capita One Housing,CBL,CCS IT Keystone CCSIT,CEDRM,CHICS,CHR,CIH,CMS,COA,CORE,CPL,CRM,CRM2013,CRS,CTI,CTX,Cadcorp,Capita,CapitaOne,Capita One,Capital Management,Cashflow,Castle,Castleton,Castleton Technology,Cedar Open Accounts,Cerrus,Change,Charges,Chartered Institute Of 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Monday, 5 January 2026

Art , Empire, industry

If you do the X / Bluesky thing, follow me at @HousingITguy or LinkedIn here https://uk.linkedin.com/in/tonysmiththathousingitguy

Most people in social housing will have come across Manifest Software Solutions (previously South View for you oldies out there!) at some point, even if they did not always realise it. They tend to be good when systems stop talking to each other and patience is running thin. APIs, flat files, awkward legacy databases, vendor finger pointing etc. Manifest usually find a way through.

Likewise, SAVA will be a familiar name to anyone who has spent time wrestling with EPCs, energy modelling, retrofit evidence, intelligent energy modelling, or the growing pressure to actually understand stock performance rather than just report on it. What far fewer people seem to have clocked is that both of these firms now sit inside the Infoshare+ group , which has been quietly recently building a footprint across local government and social housing.

That quiet bit matters. The sector is used to big, noisy players with glossy launches and confident claims about transformation. InfosharePlus has not done that. Instead from CIPFA in Nov24, it has been steadily assembling capability that sits underneath the surface. Integration that works in the real world rather than the ideal one, and energy and asset intelligence that aligns uncomfortably well with where regulation, funding and scrutiny are heading. It raises an interesting question. Are we watching the early stages of a new MRI, Civica or Aareon style group forming, not by swallowing whole housing management systems in one go, but by slowly stitching together the bits that everyone else struggles to do well?

If that is the ambition, it is not a bad one. Infoshare+ does have the current strapline “Helping local public services create better outcomes for all”, which is positive. Then again, Google adopted “Don’t be evil” as an informal corporate motto in the early 2000s too. I don’t recall that sticking in the end that one!

I don’t think the SocialHousing sector does not really need another monolithic platform promise. What it needs is less friction between systems, better evidence behind asset decisions, and fewer heroic spreadsheets propping up regulatory returns. Starting with integration and energy data is arguably a smarter route than starting with front end functionality. It tackles real pain rather than perceived gaps. But this is also where many previous attempts have sometimes come unstuck.

For this to be genuinely good for the sector, Infoshare+ would need to resist the temptation to simply become another vendor gravity well. Housing organisations already carry too much technical debt and too many overlapping tools. The value here only materialises if integration is used to reduce duplication, not multiply it, and if energy and asset data becomes part of a shared, trusted core rather than another specialist silo. If clients end up with three loosely connected expensive platforms just wearing one pretty badge, nothing has really improved.

They would also need to not forget to lean hard into the social purpose of their client base. Social housing is not just another regulated industry. Decisions about data, evidence and systems have direct consequences for tenants, safety, affordability and trust. Getting this right means prioritising transparency, auditability and resilience over shiny features. It means being honest about what can and cannot be delivered, automated, and designing for the long term reality of stretched teams, ageing stock and political scrutiny. Plenty of larger suppliers talk about this (and AI almost forever these days!). Fewer consistently design for it.

There is also a cultural challenge. The reason original firms like Manifest and SAVA are generally currently respected is that they tend to deal mostly in reality rather than aspiration. They understand messy data, imperfect processes and the compromises that come with legacy estates. Scaling that mindset inside a growing group is not easy. Many acquisitions fail not because the technology is wrong, but because the delivery culture gets diluted or buried under layers of governance and sales pressure. Often in group structures, it might take over 3 months to even get a quote for quite routine work. If Infoshare+ wants to do this better than others have managed, it will need to protect that pragmatism rather than sanding it down.

From my decades of Critical Friend experience, looking at this development as a client or sector observer, I would be less interested in whether Infoshare+ becomes the next big name, and more interested in whether it becomes the most trusted one. Trust in this sector is built by fixing awkward problems without drama, being clear about ownership when things break, and helping organisations simplify rather than accumulate. Charging a perceived reasonable price is appreciated too, less of the £10k staring price for everything maybe? . Quiet growth can be a strength if it stays grounded in respectful reliable delivery and purpose.

There is something potentially interesting forming here. Whether it becomes genuinely positive for social housing will depend on choices made now, before the group gets too big to remember why people valued the individual parts in the first place. As ever, the sector will judge it not on ambition, but on whether life gets materially easier, safer and more defensible for the people who have to live with the outcomes.

More on Infoshare+ Public Sector here and its larger more diverse owner Omni.

Is your SocialHousing ICT / transformation project drastically overrunning ?

Get in touch , I will drop in for a cuppa & bring the chocolate gingers ☕

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I would be pleased to connect with you on LinkedIn - http://uk.linkedin.com/in/tonysmiththathousingitguy Message me with any issues or queries, you would like to be explored in this blog. We generally receive a couple of suggestions each month.

Bill Nelson’s Red Noise , Art Empire Industry

(c) Tony Smith, Acutance Consulting www.acutanceconsulting.co.uk 07854-655009

Access a quick list of our Social Housing ICT blog posts here , what projects do we get involved in? Access them here

Could we help you or your organisation? Our contact details are here , get in touch we will be pleased to chat about your problems and help with your organisation issues.

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