PAUL JONES
has never been about volume for volume’s sake. “It’s about creating homes that people genuinely want to live in – and about building a business we’re proud of.”
Looking back, Jones doesn’t call himself inspirational, but he believes his journey can resonate with other FMB members. “If you’ve got a clear vision, a solid team, and you’re willing to keep adapting, then you can grow something meaningful,” he says. “For me, success isn’t just about the money, it’s about the pride you feel driving past something you built and knowing it’s part of the community.” Looking ahead, innovation remains high on Jones’ agenda. “This industry has been slow to embrace tech, but we’ve leaned into it. From online customer portals to build-your-own layouts, it’s not just about efficiency – it’s about giving people more control over their homes.” It has been 16 years since Jones’ first small development. Since then, he has turned a calculated career pivot into a thriving business. His journey is a testament to what’s possible when experience meets vision and how, with the right strategy, any small builder can think bigger. Sound advice When asked to condense his advice into three takeaways, Jones doesn’t hesitate: Resilience and adaptability “Setbacks are part of the journey. You’ve got to have thick skin and a plan B – sometimes even a plan C.” Balance risk and reward “Never commit to something without understanding your best and worst- case outcomes. Make sure you’re never backed into a corner.” Share the vision with your team “We bring our staff on the journey. They see the business plan, the challenges, the risks. g j y the business plan, the es, the risks. ates buy- makes the That creates buy- in, and it makes the tough times easier to get through together.” mes easier to ugh together.”
Fundamentally successful So, what does he believe are the fundamentals of running a successful construction business?
“First and foremost, it’s about funding,” he says. “If you don’t get that right, you’re not going anywhere. Homes England changed the trajectory of our business.” The next is adaptability. “The market doesn’t stay still. We started in fit-outs, moved into extensions, then into housebuilding. We’ve changed our approach again to allow for more customer personalisation. You have to be willing to evolve.” Then there’s the importance of people. “The team you build matters. We’ve taken cues from the tech world: team-building
PIVOT
focus purely on housebuilding. But rather than compete head-to-head with large national builders, Jones identified a more specialised niche. “We went after sites the PLCs wouldn’t touch – plots without planning permission, bought at auction or from local councils. We’d take the planning risk, go through the process, and then build something bespoke,” he says. “That flexibility has been one of our biggest strengths.” Jones is also clear about what sets Kingswood apart. “We don’t build standard house types. During Covid, we developed our ‘Shape Your Home’ concept, which lets buyers choose between different internal layouts. Want a bigger kitchen or an open-plan space? You can customise it. That’s something the bigger players just don’t offer.” Today, Kingswood builds around 120 homes annually and is aiming to increase output to between 175 and 200 homes in the near future. But for Jones, growth
activities, shared vision, open dialogue. Creating the right culture is crucial.” That sense of openness also extends to how Jones manages risk. “This industry is full of uncertainty. We mitigate it by buying a mix of consented and unconsented sites. That way, we always have a pipeline to fall back on.” When it comes to customer confidence, Jones is proud of Kingswood’s five-star builder rating. “A lot of people haven’t heard of us before they come to site. So we make quality and service non-negotiable. That builds trust.” Still, he’s candid about the challenges. “Planning is a massive headache. You can sink time and money into a site only to have it rejected. That’s why we work with pro-development councils that appreciate good design and local need. “Funding can also be restrictive, especially early on. Some lenders won’t touch land without planning, so you need to balance your risk across your portfolio.”
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Master Builder
www.fmb.org.uk
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