Trailblazers: Elly Hoult

In celebration of Women’s History Month, we continue our series, ‘Trailblazers: Women Transforming the Public Sector’, highlighting the achievements and insights of women leading the way across housing, local government, health, and beyond. Throughout March, we’re featuring remarkable women making a lasting impact in their fields, sharing their experiences, challenges, and advice for the next generation of female leaders.

Our latest feature is Elly Hoult, Chief Operating Officer and Deputy Chief Executive Officer at Peabody and current President of the Chartered Institute of Housing. A passionate advocate for diversity in leadership, Elly shares her thoughts on breaking down barriers, the power of mentorship, and why allyship is essential for creating a more inclusive housing sector.

What’s your proudest achievement in your leadership journey so far?
“I’ve always been conscious of breaking down barriers and opening doors for underrepresented voices, particularly for the next generation of housing professionals. One of my proudest achievements was becoming the first Chair of CIH Futures, a group that advises CIH and represents under-35s in housing. I’m incredibly proud of how it has grown and strengthened over time, ensuring younger voices have a real platform in shaping the future of the sector.

Too often, experience in housing is equated with age, but that shouldn’t be the case. CIH Futures has helped challenge this notion by securing a young representative on the CIH Main Bord, ensuring that decisions affecting the future of housing involve those who will be part of shaping it.”

What’s one piece of advice you’d give to women aspiring to leadership positions?
“Don’t be afraid to ask for help. In my experience, whenever I’ve reached out to ask for mentorship, to shadow someone, or to review something, nobody has ever said no. It takes bravery to put yourself forward, but asking the question can open doors to opportunities you may not have even considered.

Mentorship has been key for me, both as a mentor and a mentee. Learning from others and having those supportive relationships can make a huge difference in your career.”

How do you think having more women in senior leadership benefits housing and the communities served?

“For organisations to be truly effective, leadership teams should reflect the communities they serve. At Peabody, for example, more than 50% of our residents are women. Having diverse leadership ensures a broader understanding of lived experiences, as granular as how anti-social behaviour affects different groups or how design and accessibility decisions impact daily life.

But beyond the practicalities, women deserve a seat at the table. Too often, we find ourselves justifying why more women should be in leadership, when the real question should be: why isn’t this already the norm? Allyship is critical here. Men in senior positions have the power to drive change, and for many, having daughters makes them more aware of these inequalities. But this isn’t just a women’s issue, it’s in everyone’s best interests to create more inclusive workplaces.

Women don’t need to be told to be more confident, we need workplaces that foster inclusivity, so that confidence can thrive naturally.”

What motivates you most about working in housing? And what more can the sector do to better support women in leadership roles?
“Every day in housing is different, it’s exciting, challenging, and deeply rewarding. I work with fantastic colleagues who care about making a real difference. Good-quality housing provides people with security and dignity; it should be seen as vital infrastructure, just like the NHS or education. If we get housing right, everything else follows, it can be a preventative tool for health, social care, and education.

To better support women in leadership, we need:

• Stronger allyship and mentorship programmes.
• Cultures where women can thrive without having to push twice as hard.
• More balanced leadership teams and boards.
• Modernised working patterns that reflect real life.
• Policies that better support working parents, particularly around maternity and flexible working.

Nicola Sturgeon once spoke about imposter syndrome, saying women often feel they have to work twice as hard to prove themselves. If you’re decisive, you’re called bossy. If you’re assertive, you’re labelled aggressive. The reality is, imposter syndrome affects many people, but the ones who never experience it can sometimes be the least self-aware in the room.”

How has mentorship inspired you in your career and why?
“Mentorship has been invaluable to me. In my very first job as an administrative assistant in Oxford, I worked with a lady named Barbara Harrington, who was an Executive Director. Until then, I hadn’t even realised that women could hold such senior positions. That visibility mattered, it showed me what was possible.

Role models, both male and female, have played a huge part in my career. I’ve also found reverse mentoring to be incredibly powerful—learning from younger colleagues with fresh perspectives. Every day is a school day.”

As CIH President, Elly is leading a campaign focused on encouraging greater diversity by restoring pride in the sector to pursue housing as a career of choice. She believes that no matter your background, housing offers opportunities for everyone, and it’s a sector worth celebrating. Beyond her leadership work, Elly is also taking on a personal challenge to support Barnardo’s by abseiling down a Peabody building to raise funds for the charity. You can find out more and support her fundraising efforts here.

Elly’s passion for housing and leadership is evident, and her insights offer valuable inspiration for anyone navigating the sector. We’re grateful to her for sharing her story and look forward to featuring more trailblazing women throughout Women’s History Month. Stay tuned for more inspiring voices shaping the future of public service.