When I was appointed to be chief executive of Newlon Housing Trust in 1986, one of my many steep learning curves was to understand the work of its subsidiary, Access Homes. Access had been established a couple of years previously to focus on the delivery of the then new tenure of shared ownership. It was, in those early days, something of a market leader in this tenure, understanding that it was essential for the success of shared ownership to provide high quality services to its customers.