Small developers often feel as though they’re pushing against the tide. Everyone from policymakers to the public recognises the UK’s housing crisis and how it has priced out most people. Yet for SME developers, actually delivering new homes remains tough. Planning and finance systems need real reform before SMEs can contribute at the scale the country needs. This article looks at where the UK housing market stands today and what needs to change, and how The Developers Club is helping drive that change.
Introducing The Developers Club (TDC) TDC launched in 2022, founded by brothers Shiro and Shaunak Rauniar of SATIS Group, award-winning Manchester developers focused on commercial-to-residential and office schemes. And London developer Tex Jones of Impact Capital Partners, with a focus on PBSA and Social Housing schemes.
We are channelling the ambition and ingenuity of the next generation to help deliver new homes and ease the housing shortage. By pooling experience, we learn, share, guide collaborate and champion one another working towards a collective goal of delivering 10,000 new homes by 2030.
Membership is split into three tiers:
• The Academy: For property professionals and investors with at least two years’ experience or two investment properties. A 24 month online programme designed to help members land their first development.
• The Executive: For developers who have completed over £1m+ GDV and want to scale to 10–30 units per year.
• The Board: For those with over £10m+ in completed GDV, focused on growing to 50+ units annually.
Club Statistics
At TDC, members share challenges, swap skills, and support each other’s growth while playing a tangible part in solving the UK’s housing shortage. We track our members contribution towards 10,000 homes by 2030. To date across the UK and Ireland we have delivered 4,800 homes at a GDV of £1.1bn. Homes currently in delivery at 2,883 with a GDV of £1bn. Homes in the pipeline at 4,937, GDV of £1.2bn, and the average member age is 33.
Securing planning permission has become more complex and costly, especially for SMEs. The National Planning Policy Framework (NPPF) layered with local and regional guidance, can feel contradictory and confusing for both developers and officers.
Additional requirements such as Building Control and Selective Licensing sometimes clash with national policy, compounding uncertainty. SMEs also face heavy legal paperwork that’s often unclear, making compliance harder and slower.
Planning teams are increasingly tasked with solving broad social and environmental goals: affordability, biodiversity, and more. While important, these added responsibilities raise costs, extend timelines, and hit smaller developers hardest.
The financial pressure of planning carries significant up front costs for reports, design, surveys, and specialist advice, typically funded from directors’ capital or loans, with no guarantee of approval or refunds. Local Planning Authorities (LPAs) frequently miss decision deadlines without consequence, leaving SMEs exposed to mounting interest and holding costs.
Subjectivity worsens the risk. Minor policy interpretations or aesthetic disagreements can derail applications. Officers must balance sustainable development against competing views from councillors, stakeholders, and local residents—often prioritising ideals over deliverable, timely outcomes. The result is more uncertainty, higher costs, and fewer homes delivered.
What needs to change in planning within our Manifesto, The Developers Club suggests a set of practical reforms:
