Client:
Wildcroft Manor, Putney Heath
The Business:
Wildcroft Manor is an elegant and historically significant residential estate nestled in the green surroundings of Putney Heath, South West London. Comprising three 1930s mansion blocks and home to 56 apartments, Wildcroft Manor is encircled by mature gardens and an unmistakable architectural charm, but like many heritage buildings, it was facing a turning point and the need for strategic modernisation.
Consultancy Brief:
The role was defined yet far-reaching, to bring momentum to long-stalled development initiatives and to advance a major, multi-faceted refurbishment programme across the estate. The task ahead required not only technical know-how but also senior-level project governance, cost control, and stakeholder management, all in a live residential environment with legacy systems and aesthetic constraints.
Key Deliverables
This interim role for Sue Warden-Owen drew on over 20 years of experience in property, development, and asset management. Previous roles in both the public and private sectors had taught Sue that projects like this succeed not only on technical execution but also on clarity of leadership, ownership of risk, and collaborative problem-solving.
MHL Coaching led two core workstreams:
1. New Build Projects: Loft Apartments
At the heart of the estate’s future growth potential was an ambitious new-build initiative within the roof structure of the 3 blocks to create nine new loft apartments.
The remit here included:
- Reactivating the project, which had lost momentum due to delays in coordination, permissions, and feasibility.
- Leading planning and design reviews, ensuring architectural proposals respected the integrity of the original 1930s design while meeting modern building regs.
- Contractor engagement, procurement oversight, and risk management.
- Working alongside structural engineers and cost consultants to validate feasibility and deliverability.
The loft development was not just about added units, it was about creating long-term revenue opportunities for the estate while improving the energy efficiency and usability of previously dormant roof space.
2. Refurbishment of Existing Apartments and Infrastructure
Alongside the new builds, a much broader piece of work was underway: a complex, multi-layered refurbishment project that touched nearly every element of the estate’s infrastructure.
Key deliverables included:
- Heating and Hot Water System Replacement - A major upgrade programme was introduced to phase out outdated systems in all 56 apartments, improving energy efficiency and future-proofing the estate.
- Lift Upgrades - Aging lifts were scoped for upgrade, requiring close coordination with residents and specialist contractors to minimise disruption.
- Roof Area Works - Given the integration of the loft apartments, significant roof and structure assessments were required. Sue coordinated investigative works and scoped maintenance alongside new development planning.
This was a live site with residents in situ, which meant balancing progress with sensitivity. Every project meeting, site visit, and contractor briefing had to be carefully timed and communicated to ensure safety and transparency.
The Outcome
One of the most valuable components of the interim leadership was the cost strategy and financial visibility provided to the board of Wildcroft Manor.
Sue conducted and presented:
- A detailed cost analysis of the loft development project, including build costs, contingencies, and value engineering options.
- A comprehensive refurbishment cost breakdown, outlining short- and long-term capital expenditure across heating, lift, and roof works.
- Guidance on phasing, risk management, and cashflow to support intelligent board-level decisions.
This enabled the board to clearly understand project viability, timelines, and financial risk exposure, ultimately ensuring that the estate’s capital projects were not reactive, but strategically aligned with future value uplift.
By the time the assignment concluded in April 2025, the estate had moved from planning inertia to active mobilisation. The loft development had been reactivated with a clear roadmap. The refurbishment projects were underway, with contractors appointed and phased works scoped. And most importantly, the board had a structured, financially viable pathway forward.
This project was a textbook example of why strong interim leadership matters. When projects stall, especially those with multiple dependencies and legacy infrastructure, it takes senior-level direction, financial acumen, and grounded property expertise to bring them back on track.
