Artificial intelligence is no longer a future conversation for social housing. It's already starting to reshape how housing providers and contractors deliver services, communicate with residents and manage growing customer expectations. But despite the rapid pace of technological change, one thing remains clear.

AI isn't replacing people. It's changing what good customer service looks like.

That was one of the key themes from the latest episode of the People in Housing Podcast with Kyle Grocott, Managing Director of Phoenix Group, following the company being Highly Commended for Contractor of the Year at the People in Housing Awards after being nominated by EMH.

The conversation explored how strong partnerships, innovation and long-term thinking are helping Phoenix Group prepare for the future of housing maintenance, while keeping residents firmly at the centre of every decision.

Why partnership is still the biggest driver of success.

Being recognised by an awards panel is one thing, but being nominated by a client is something else entirely. For Kyle, Phoenix Group's Highly Commended recognition reflects the relationship the business has built with EMH over the last two years, rather than simply delivering against contractual KPIs.

Rather than operating as a traditional supplier, Phoenix Group works alongside housing providers to improve performance, solve problems collaboratively and continuously refine service delivery.

As Kyle explained during the podcast, the results came from both organisations working together. That partnership approach has become a defining part of Phoenix Group's culture and remains central to its future growth plans.

Growing without losing the family-business mindset.

Over the past 30 years, Phoenix Group has expanded from a specialist contractor into a multi-disciplinary business delivering services across the Midlands, including:

• Gas maintenance
• Electrical services
• Retrofit
• New build
• Commercial services

Following recent investment, the business is now preparing for its next stage of growth. That includes expanding geographically, strengthening existing partnerships and broadening its service offering while maintaining the values that have underpinned the business since it began.

For Kyle, sustainable growth is about more than winning new contracts. It's about building long-term relationships with housing providers that create better outcomes for everyone involved.

Retrofit needs longer-term commitment.

Retrofit remains one of the biggest opportunities within social housing, but Kyle believes the sector still needs to think further ahead. While funding programmes continue to support decarbonisation, retrofit projects require significantly more planning than traditional maintenance works.

Successful delivery often involves:

• Detailed property assessments
• Resident engagement
• Technical surveys
• Careful programme planning
• Coordination between multiple stakeholders

Unlike responsive repairs or planned replacement programmes, retrofit can take months to develop before work even begins.

That longer lifecycle makes consistency essential. Kyle believes a stronger pipeline of projects would give contractors the confidence to invest in apprenticeships, skills development and supply chains that will ultimately benefit the wider sector.

Building the workforce needed for the next decade will require long-term collaboration between contractors, housing providers and government.

Why AI is raising the standard for customer service.

Artificial intelligence was another major topic during the conversation, but rather than focusing on technology for its own sake, Kyle believes AI is changing resident expectations.

Today's customers are increasingly used to instant information, online self-service and 24-hour access from organisations like Amazon, banks and utility providers. Those same expectations are naturally extending into social housing.

Residents increasingly expect immediate answers to routine questions, regardless of the time of day, and for housing providers, that means customer service is evolving beyond traditional office hours.

AI should support customer service teams, not replace them.

One of the strongest messages from the discussion was that AI should enhance human service rather than replace it.

Phoenix Group has already started reviewing its internal processes to identify where artificial intelligence can remove unnecessary administration and improve communication with residents.

The focus is on automating routine enquiries such as:

• Repair updates
• Appointment changes
• Progress tracking
• Frequently asked questions

These are interactions where residents often simply need information. Providing that information instantly improves the customer experience while reducing pressure on customer service teams.

But when conversations become more personal, complex or sensitive, Kyle believes people should always remain at the centre of the process.

Technology can provide speed, but people provide empathy.

The two should work together rather than compete.

Better technology creates better resident experiences.

For Phoenix Group, innovation is ultimately about improving service. AI has the potential to integrate directly with scheduling systems, CRM platforms and customer communication channels, allowing residents to access information whenever they need it.

Instead of waiting in telephone queues or office hours, many routine enquiries could be resolved immediately through intelligent automation.

The biggest benefit isn't simply efficiency, it's accessibility.

Residents receive faster answers, and customer service teams have more time to support vulnerable residents and resolve more complex issues.

The result is a better experience for everyone.

Introducing AI requires trust.

Like any major change, successful AI adoption depends on confidence. Employees need reassurance that technology is there to support their roles rather than replace them.

Clients need confidence that innovation will improve performance, and residents need to know they can still speak to a real person whenever they need one.

For Kyle, communication, gradual implementation and clear purpose will all play a critical role in ensuring AI strengthens customer service rather than weakening it.

The technology itself is only part of the solution. The way organisations introduce it will determine whether residents genuinely benefit.

Looking ahead for Phoenix Group.

As Phoenix Group enters its next phase of growth, innovation remains only one part of the wider strategy. The business plans to expand geographically, strengthen existing partnerships and continue diversifying its services while remaining true to the values that have shaped its success over the past 30 years.

"Our core is partnerships, finding the right people to work with because we know that gets results."

Kyle is realistic about the challenges every contractor faces.

"We're not going to be the perfect contractor because I don't think that exists. We're judged on how we react, how we solve problems and how we work together with our clients."

For Phoenix Group, those partnerships continue to be the foundation for future growth.

To hear more from housing leaders, innovators and frontline professionals shaping the future of the sector, listen to the latest episodes of the People in Housing Podcast on Spotify & YouTube.

You can also explore this year's People in Housing Awards winners and discover the individuals and organisations driving positive change across housing.