A technology consultant who spent years watching social housing residents wait months for urgent repairs has built a data-driven platform that predicts property failures before they become health hazards.
Akhlaq Choudhury, who worked as a technology consultant for housing associations and software providers, witnessed the same frustrating pattern repeatedly: residents living with unresolved issues that could be resolved with a single visit, while frontline teams struggled with fragmented systems that couldn’t communicate with each other as well as lack of data.
“What inspired me to start GGM360 was seeing how broken and fragmented the UK social housing repairs system had become, not because people didn’t care, but because services and data didn’t connect,” the Liverpool-based founder told Founder Insights.
“Residents were living with unresolved repairs for far too long, while housing providers struggled with siloed systems, limited insight, and reactive decision-making.”
The breaking point came when Akhlaq realised most issues weren’t caused by lack of funding or effort, but by lack of connection.
“Data about assets, repairs, contractors, and resident outcomes existed but it was scattered, locked away, or never joined up,” he said.
“Decisions were being made reactively, without insight into patterns of failure or risk.
“Watching preventable problems escalate into health hazards made it clear to me that this wasn’t just an operational issue; it was a human one, with real consequences for people’s lives.”
GGM360 now brings fragmented repair data, asset information, contractor performance and resident outcomes into a single intelligent platform, helping housing providers move from reactive repairs to preventative data decision-making. We want to promote open data sharing between organisations to help them learn and improve services, Akhlaq said
The platform captures structured data at the point of work, highlighting patterns that would otherwise remain invisible so risks like damp and mould or repeat component failures can be addressed before they become health hazards.
“By capturing structured data at the point of work what failed, why it failed, how often it’s happened – the platform highlights patterns that would otherwise remain invisible,” Akhlaq said.
The platform also generates property scores linked to health conditions, allowing the NHS to reduce patient re-admissions due to unsafe properties.
But building the business in a risk-averse sector was a challenge.
“My biggest hurdle has been navigating the space between vision and reality holding a long-term belief in what GGM360 could become, while operating day-to-day in a sector that is understandably risk-averse, resource-constrained, and shaped by legacy systems,” he said.
“There were moments where progress felt frustratingly incremental: long procurement cycles, cautious stakeholders, and the constant challenge of proving value before scale.”
The breakthrough came when housing providers began using insights from repairs and asset information to ask better questions, prioritise risk and challenge long-standing assumptions.
“When frontline teams saw patterns emerge that they hadn’t been able to see before repeat failures, quality issues, and early warning signs around damp and mould,” Akhlaq said.
“When those insights led to tangible changes in how work was planned or escalated, it confirmed that the platform wasn’t just technically sound, but genuinely useful.”
“We changed from a marketplace of tradespeople to a predictive analytics platform that uses data to prevent issues before they happen,”Akhlaq said.
“We started focusing on the cause of the problem than being the reactive element in fixing the issues for the residents.”
Looking ahead, Akhlaq wants GGM360 to become the trusted data backbone of the UK social housing sector.
“In the next few years, I want GGM360 to be known less for what it says and more for how it’s trusted,” he said.
“The ambition isn’t to be the loudest voice in the room, but to become the platform that housing providers, regulators, and partners quietly rely on when decisions really matter.”
His north star remains simple: “To make social housing safer, fairer, and more humane by ensuring decisions are driven by evidence, not guesswork.”
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