I started out on the tools as a carpenter, which in hindsight gave me a solid grounding in how a build actually comes together. You see every stage, from the structure through to the final finish, and you learn how all the trades fit together. That early exposure gave me more than a trade, it gave me a practical understanding of construction that still underpins how I assess risk, solve problems and deliver schemes today.
I have always been hands-on and commercially business-minded as well. I started working at 12, running a grass-cutting round with a friend. At the time it just felt like earning a bit of money, but looking back it was probably my first step into business.
In 2016, I set up Bellco Construction. The business grew quickly, going from around £500k turnover to £5m in four years. During that time, I was working closely with developers and started to see how deals were structured and where the real opportunities sat.
Then Covid hit, and like a lot of people in construction, everything paused overnight.
I was sat at home with a full team unable to work, and it forced me to think differently. Up until that point, I had been building for other people. That was fine, but it also meant I had very little control over the bigger picture.
That was the moment I decided to move properly into development and start building something of my own. I wanted to create long term security, not just turnover, and to build a portfolio that would support my family as well as the business.
Since then, across our own developments and client work, we have built 72 homes and retained 38 within our own portfolio. That mix of building and holding has shaped how I look at every deal now.
Everything I do is driven by my family. My wife and two boys are the reason behind it. As the business has grown, that has become even more important. It's not just about doing more deals. It's about building something lasting.
One of the biggest turning points for me was Fern Road in Hastings.
During Covid, we came across a site stuck in administration. It was 16 part-built units on a difficult plot, and we managed to structure a deal and complete the £1.5 million purchase within 10 weeks.
Up until that point, I had mainly been involved in smaller schemes, so stepping straight into a 16-unit development was a big jump. Going from a few single plots to 16 units overnight was a real step up in both complexity and responsibility.
It was not an easy project. We inherited poor workmanship, had planning issues to deal with, material shortages during Covid, and rising build costs. It felt like we were dealing with problems from every direction at times.
But we worked through it and delivered the scheme in 16 months.
The scheme performed well both operationally and commercially
£1.5 million purchase
£2.8 million build cost
GDV of £6.6 million
Circa £1.8m profit after finance costs
We sold five units and retained eleven, which were refinanced onto buy-to-let mortgages. That was important to me because it was not just about completing a development, It was about turning that effort into long term assets.
For me, the biggest takeaway from that project was confidence. It showed we could operate at that level and handle the challenges that come with it. It also reinforced one of my biggest lessons from my early development journey: scale can expose weakness very quickly, so margin, contingency and control matter far more than optimism.
The Thanet sites were another key chapter.
These were three sites, Eden Grove, Meadows and Stables, where we were brought in by a bank to help deliver 36 part-built units. They did not just need a contractor to finish the works. They needed someone who could take a developer-led approach.
That meant improving the quality of what was already there, managing the build, supporting the sales process, and dealing with aftercare.
The sites were also about 90 minutes outside our usual area, which added a layer of complexity, especially from an operational point of view. On top of that, we were delivering into a tougher sales market.
Despite all of that, the scheme was a success. It had a GDV of around £16 million, with £2.5 million construction delivered on an open book basis and a £1 million management fee.
That project went on to win Developer of the Year, which was a great result for the whole team. For me, it also proved the value of being both a contractor and developer. We were trusted because we had the practical delivery experience to get the sites finished properly, alongside the commercial understanding to help maximise the outcome.
Stockleigh Road is another project I am particularly proud of.
The site had previously been a World War Two bomb site, and we developed it into 12 two-bedroom flats. On paper it looked straightforward as it was already allocated, but in reality planning still took close to two years.
We purchased the site for £360k
Spent £1.8 million on construction and;
Achieved a GDV of £3.6 million
The build itself came with its challenges, including piling, working between two existing buildings, and operating from a single carriageway access.
What I like most about the finished scheme is that it fits so well into the surrounding area. A lot of people assume it is a refurbishment rather than a new build. A big compliment on a scheme like that.
It also went on to win Design of the Year, which made it even more rewarding.
I think my background in construction gives me an advantage as a developer.
I do not just look at a deal on paper. I understand what it actually takes to deliver it on site, and that makes a big difference when things do not go to plan. It means I can spot risk earlier, challenge assumptions properly and make decisions with both delivery and commercial reality in mind.
A lot of my role now is focused on growth, deal structuring, appraisals, and sales and marketing, but that practical understanding is still at the core of how I make decisions. I also think it helps with leadership. Construction is ultimately about people, direction and problem solving, and those skills have been just as important in development as they were on site.
If I had to give one piece of advice, it would be to focus on getting your foundations right.
Too many people try to jump straight into larger developments without having the experience behind them. Starting with something smaller, particularly cashflow assets like HMOs, gives you the chance to learn properly while still building income.
Another big lesson is that your profit is made when you buy.
You need to stress test your numbers properly. The market moves, costs change, and timelines slip. If your deal only works under perfect conditions, it is not a strong deal.
One of the most common mistakes I see is underestimating build costs and relying on GDV growth to make the numbers work. That is a risky way to operate.
There are also a lot of additional costs that people overlook. Planning, CIL, Section 106, Building Safety Levy, biodiversity requirements, professional fees, and holding costs all need to be factored in.
Even the time between agreeing a sale and completing can run into months, and that delay can cost you.
As I have grown, I have realised how important it is to have the right people and systems around you.
You cannot scale by trying to do everything yourself. You need a strong team, clear processes, and good communication across every project. For me that means having the right consultants, legal support, finance relationships, site teams and internal controls around each deal, so that decisions are informed and projects keep moving.
One of the biggest lessons for me early on was how many things can go wrong at the same time. Planning delays, build issues, finance pressure, programme changes. It can all hit at once.
Now, everything we do is built around protecting margin, allowing for contingency, and staying in control of the process.
On a personal level, staying focused comes back to knowing why I am doing this. My family is at the centre of it.
I also make a point of staying close to what is actually happening. The numbers, the team, and the site. That is what keeps things moving and stops small issues turning into bigger ones. Ultimately, I still see everything through both lenses: contractor and developer. One keeps me grounded in delivery, the other keeps me focussed on the bigger picture. Behind both is the same motivation, building something lasting for my family.
