At a time when the UK housing market continues to grapple with uncertainty, fluctuating interest rates, and increased regulatory demands, few developers have managed to weather the storm, let alone thrive in it. Yet The Hill Group has not only survived another tumultuous year—it has surpassed its own records, again. In a year many would have described as shaky, Hill quietly delivered a financial performance that speaks to strategy, execution, and above all, a deep understanding of how people want to live.
Hill’s latest results are not merely numbers to celebrate in a boardroom. A turnover of over £1.15 billion and profit before tax topping £90 million aren’t just impressive—they’re a reflection of homes built, communities shaped, and lives changed. With more than 2,800 homes completed across various tenures, Hill continues to affirm its place not just as a top 10 housebuilder, but as a company that understands scale and sensitivity in equal measure 🏡.
The average selling price of £613,000 across its residential portfolio may suggest a focus on higher-end developments, but this is a business model that weaves in more than just glossy brochures and smart city penthouses. A large part of Hill’s growth story is driven by its affordable housing arm, Hill Partnerships, which has been working hand-in-hand with local authorities and housing associations. In London, Special Projects took the spotlight with particularly high levels of activity, a testament to the company’s adaptive approach to complex, urban regeneration projects.
One of the most telling aspects of Hill’s success has been its foray into the build-to-rent sector, an area many housebuilders are still cautiously tiptoeing into. With two key forward-funded developments secured during the year—one in Stevenage and the other at Dagenham Green—Hill has proven that it can read the room. More renters are demanding high-quality homes, not just places to sleep but places to thrive. These developments are about more than convenience; they’re about longevity and livability, areas Hill seems to deeply value.
Real estate development can often feel like a game of speculative risk, with investors more concerned about quarterly returns than long-term value. But Hill seems to be playing a different game. The company invested nearly £78 million into new land acquisitions last year, bringing its total holdings to over £638 million. More impressively, it now boasts a development pipeline of over 32,000 homes, including more than 10,000 with planning consent. That’s not just planning ahead—it’s planting the seeds for a generational footprint in the UK's built environment 🌍.
When Andy Hill, founder and CEO, refers to the company’s “business model” and “people and partners,” it’s clear that these aren’t just buzzwords. They’re principles. As Hill marks its 25th year, this milestone feels less like a retrospective and more like the midpoint in a much larger story. What sets Hill apart is not only its numbers but the layered strategy behind them. This includes a focus on estate regeneration and the rejuvenation of existing communities—not just building new homes on empty land, but breathing new life into places that need it most.
The group’s decision to repay its revolving credit facility by year-end is an understated yet powerful indicator of fiscal discipline, especially in a climate where many developers are stretched thin. Net cash rose to over £118 million, giving the company the kind of flexibility that enables bold yet calculated growth. This healthy balance sheet is the kind of structural advantage that allows Hill to act decisively when opportunities arise—and to remain resilient when the market dips.
As someone who’s watched housing policy ebb and flow over decades, what’s perhaps most refreshing about Hill’s outlook is its transparency and realism. Andy Hill’s call for the government to step up—accelerating planning approvals, improving funding pipelines for affordable housing, and supporting first-time buyers—isn’t a criticism; it’s a challenge made from experience. Developers are ready to build, but systemic bottlenecks remain. And while many companies tiptoe around these issues, Hill speaks plainly.
You can see the fingerprints of this clarity in their operational choices. Take, for instance, the structure of Hill Partnerships. By decentralizing leadership and embedding teams closer to their regions—particularly in the home counties—the business has sharpened its responsiveness. In construction, where delays can cascade into disaster, this is not a minor detail. It’s the sort of operational maturity that only shows up in companies that have lived through enough economic cycles to know how to navigate them.
But for all the spreadsheets and project maps, what matters most are the people. The buyers who walk into a Hill-built property and see not just a house but a future. The local authorities who find in Hill a trustworthy partner, not just another contractor. The internal teams who are clearly proud of what they’re building—because they’re not just pouring concrete, they’re creating places.
Take for example the developments in Dagenham Green. This isn’t simply about adding units to a borough’s housing count. It’s about regenerating a landscape that has long been defined by its industrial past, now repurposed into something vibrant and community-focused. That sense of place-making isn’t just architectural; it’s cultural, social, and deeply emotional ❤️.
The same ethos applies in Hill’s emphasis on mixed-tenure housing. In a world increasingly divided between those who can buy and those who can’t, creating developments where ownership and renting coexist isn’t just progressive—it’s necessary. These aren’t boxes to tick for planning committees. They’re real homes for real people, designed with dignity and intent.
There’s something quietly compelling about a company that doesn’t shout about disruption, but instead works steadily, delivering, improving, evolving. The Hill Group isn’t promising the moon, nor reinventing the housing wheel. What it is doing—consistently and compassionately—is helping more people find their place in the world. And in a market as fractured and politicized as housing has become, that’s a remarkable achievement.