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

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Monday, 30 March 2026

Dark Maven

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

I read an interesting article in last weeks Guardian about AI targeting of that girls school in Iran and possibly how that went pear-shaped. While most of what papa Trump touches goes wrong this is a surely data shaped cock-up.

The bit in that article lands harder than all the usual breathless AI chat, because it gets to the real problem. It was not some magic machine turning evil on its own. Surprise, surprise it was stale data, bad assumptions, poor governance and human beings building speed on top of shaky foundations. That is the bit people in SocialHousing and Asset Management ought to be paying attention to, because we are in danger of doing our own smaller-scale version of exactly the same thing.

No, social housing is not a war zone (I mean now and again it may feel so!), and I am not being melodramatic. But the underlying lesson is the same. When old, wrong, shanky or incomplete data is fed into newer, faster, more sophisticated reporting tools, the output can look clever while being fundamentally unsound. The system appears confident. The dashboard looks polished. The report has plenty of decimal places. The presentation to the board feels reassuringly modern. Meanwhile the underlying asset data might be a mess. Only our asset management colleagues at the sharp end may actually realise this.

That is our Achilles heel.

I see far too much discussion at the moment about clever tools, predictive analytics, AI, optimisation engines, automated investment planning and all the rest of it, with nowhere near enough honesty about the quality of the data sitting underneath. If your component records are patchy, if installation dates were guessed fifteen years ago during a rushed LSVT stock condition exercise, if replacement history, or subsequent SCS's have not been consistently updated, if attributes have been bulk-loaded from old systems with half the meaning stripped out, then wrapping that in shiny new software does not create truth. It just creates faster nonsense.

And housing does love a bit of faster nonsense at times. We have all seen it. A landlord buys a new asset system, or switches on a new reporting layer, and within five minutes someone wants a thirty-year investment profile, a full life cycle costing model, and a heat map of future liabilities by estate, archetype and component. Lovely stuff on paper. But if your kitchen data is wrong, your roof data is vague, your windows are classified three different ways (by spot cost, by unit, by archetype, or a bit of all?), and half your components are defaulted to generic dates because nobody knew the real answer, then that LCC report is not a strategic asset. It is an expensive comfort blanket.

That is the danger with life cycle costing in particular. People often talk about it as if it is some kind of grown-up, evidence-led answer to long-term planning. In principle, it can be. In practice, it is only as good as the component data, assumptions and replacement rules beneath it. If the dates are wrong, the quantities are wrong, the useful lives are generic, or the survey data is incomplete, then the report can give a completely false sense of control. It can tell you with great confidence that spend will peak in year eight, flatten in year twelve and rise again in year nineteen, when in reality it is built on a pile of half-remembered survey notes, inherited coding structures and wishful thinking.

This is where people get seduced by sophistication. They think the answer to poor information is a better tool. Sometimes the answer is a torch, a clipboard, a proper data model and a grim few months of sorting out the basics. That is less exciting, of course. Nobody gets invited to a conference to say, “we cleaned up our component hierarchy, tightened our validation rules and stopped pretending unknown dates were known.” But that dull work is often worth more than the glossy AI strategy that comes afterwards.

In the article I highlight, failure was not simply “technology”. The failure was letting a system run at speed while relying on information that no longer matched reality. That should ring bells in housing. We do it when asbestos records are incomplete. We do it when stock condition data is old. We do it when compliance statuses depend on weak integrations. We do it when repairs history does not feed asset intelligence properly. We do it when planned works teams, compliance teams and housing management all hold slightly different versions of the truth and nobody is quite sure which one drives the report to the board.

Then along comes a new supplier or a new platform promising insight. Suddenly old problems are dressed up in modern clothes. Instead of one vaguely unreliable Excel spreadsheet, you get a dynamic dashboard. Instead of a crude five-year plan, you get scenario modelling. Instead of a rough estimate, you get “predictive” forecasts. But prediction based on bad source data is not insight. It is theatre.

That is the bit I think the sector still does not say loudly enough. Data quality is not some boring back-office technical issue. It is operational risk. It affects compliance, investment, tenant safety, financial planning and organisational credibility. If you do not know what components you have, where they are, when they were installed, what condition they are in, and whether that information has been properly maintained over time, then the fancy reporting layer is not your salvation. It is just a better quality mirror for your confusion.

And to be fair, this is not always laziness or incompetence. A lot of landlords are carrying legacy data structures and systems that were never designed for today’s expectations. They have been through mergers, outsourcing deals, stock transfers, system migrations, rushed mobilisation exercises and years of under-investment in proper data stewardship. Bits of the truth are scattered everywhere. The asset system says one thing, repairs says another, finance codes something differently, and the survey programme has never fully caught up. Then somebody asks for a fully costed decarbonisation pathway or a stock reinvestment plan by component and tenure, and wonders why the answers wobble.Because the data wobbles, so them we assume the system is wibble.

So before anybody gets too excited about AI, digital twins, predictive replacement models or miracle dashboards, there is a simpler question worth asking. Do we trust the component data? Not “is there some data”, not “can the system produce a report”, but do we genuinely trust it enough to make expensive, high-impact decisions from it? If the answer is no, or even “sort of”, then that is where the effort belongs.

There is no glamour in saying your first priority is data assurance, better survey discipline, tighter updates from planned works, cleaner integrations and proper governance around defaults, assumptions and exceptions.

But that is the grown-up answer. In housing, as in every other serious field, speed built on stale data is dangerous. The consequences may differ, thankfully, but the principle does not.

We should remember that every time someone waves a shiny new tool in front of us. Clever software cannot rescue weak asset knowledge. It can only amplify it. And if we are honest, that is probably the real lesson here. Our problem is not that housing lacks sophisticated systems. It is that we still too often ask sophisticated systems to compensate for basic uncertainty. That never ends well

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 ☕

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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.

Mansun - Dark Mavis

(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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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 ☕

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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.

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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