Peter Winnard

Practice Areas

Peter specialises in all aspects of large-scale development and regeneration (“D&R”) projects (“D&R Projects”) complex site assembly and joint ventures, with particular expertise in mixed use, BtR/PRS, PBSA, retirement living, hotel and CPO-anchored development schemes, ‘income strip’ and forward funding/purchase transactions acting for both private and public sector clients.

Peter also has specialist expertise in innovatively structuring public:private D&R Projects to provide appropriate ‘solutions’ to the obligations created by (inter alia) the public procurement regime.

Career

1993 – 1995 Associate, DLA Piper

1995 – 2001 Associate, Addleshaw Goddard

2001- 2015 Partner, Eversheds LLP

2015 – 2017 Partner, Nabarro LLP (one of the fivel founding Partners of Nabarro Manchester)

2017 – 2021 Partner, CMS

2021 – to date Partner, Hill Dickinson LLP

Professional Memberships

The Law Society

Publications

Peter is co-author of the “Nabarro Guide to Land Development and Public Procurement”.

Personal

• DOB: 25.03.1968

• Lives: Bowdon, Cheshire.

• Family: Wife Louise, Daughter Poppy

Clients

Peter’s clients include – private sector:

• English Cities Fund

• Muse

• Vita Group

• Select Group

• Affinity Living

• Union Co-Living

• Renaker

• Worthington Mancap

• Sigma Capital

• Northern Group

• Placefirst

• Hanson Group

• Kumar Family

Peter’s clients include – public sector:

• Salford City Council

• Manchester City Council

• Stoke on Trent City Council (“SoTCC”)

• Liverpool City Council

• Liverpool City Region Combined Authority (“LCRCA”)

• St Helen’s MBC

• Stockport MBC

• Bolton Council

Work Highlights

Work highlights – private sector, acting for

• ECF partnering with Salford City Council (“SCC”) on the Salford Central development. This was the first development underpinned by the hugely innovative “Overarching Partnering Agreement/Model” (“OPA”) which was created by Peter Winnard and which has proved to be hugely successful in practise, by facilitating the largest planning permission ever granted in Salford (for 3 m sqft of new development) and £1Bn GDV of completed development.

• ECF (and SCC) on the pre-let of 1 New Bailey Street to The Secretary of State and the subsequent £80m + forward funding to L&G. At over 157,000 sq. ft NIA this was the largest pre-let in the North West in well over a decade.

• Vita on the £600m portfolio sale described in the “Awards” section above.

• Vita on an unusually complex £250m PBSA/affordable housing-led development adjacent to the principal transport hub in Lewisham, with particular challenges created by the mix of PBSA (including “affordable” student accommodation), affordable residential accommodation (developed for and disposed of to a Registered Provider), innovative “modular” (rather than conventional) construction methods and energy provided by a “district” CHP and local (rather than conventional) supply grid.

• Union on the acquisition, funding, development, and operation on the innovative £200m/32 storey/388-unit development of the first true “co-living” offer in the North.

• Select (in joint venture with Bruntwood) on the £800m “Circle Square” Manchester development, comprised of (inter alia) 600 + BtR units, 500+ PBSA units, MSCP, hotels, office and retail. Subsequently acting for Select in joint venture with a public sector pension fund on the funding and development of a £350M/600-unit BtR development within Circle Square.

• Renaker on the funding, development, and investment sales of the £750M, 1500 residential unit Deansgate Square, Manchester development, including the forward sales of two of the residential towers, each for circa £100M, each to institutional investors as BtR investments.

• Muse opposite Network Rail, Manchester City Council and Pension Investment Corporation on the £225m/ “500+ BtR units, hotel and commercial “New Victoria” development adjacent to Victoria Station.This was the first development to benefit from Housing Infrastructure Fund funding.

• Muse on the £150m new Chester central business district development, including the innovative funding, development and conditional "put" option of a new Grade A office building for a sum in excess of £14m. This development was part funded from a number of public funding streams including JESSICA.

• Worthington Mancap (a RevCap entity) on the £50m funding (including Evergreen funding) and development of 125 Deansgate, Manchester and the subsequent pre-let of the whole of 125 Deansgate to “Spaces” (a Regus flexible office space provider). At over 120,000 sq ft NIA this was the largest pre-let in the North West in 2019.

• Genr8 on the £80m letting, sale, development and forward funding (by “income strip”) of the “Riverside Rochdale” retail and leisure scheme opposite M&G.

• Genr8 on the £175m mixed use, multi-phase “Smithfield” Stoke development including substantial new Grade A office, a Hilton hotel, 300 BtR units, ancillary commercial and a new MSCP.

• Benson Elliot on the £450m multi-phased mixed-use development of Barking Town Centre, requiring extensive site assembly underpinned by CPO and subject to a significant degree of public and Council scrutiny and compliance with the extensive regeneration requirements of the Council.

• Stockport County Football Club (“SCFC”) in obtaining an appropriately fundable long-term interest in the stadium and securing an initial £30m+ of institutional investment to significantly re-develop, improve and expand SCFC’s facilities and offer.

• Gresham House (as funder/equity provider) and MMC Homebuilding (“MMC”) in an innovative and potentially “game changing” new approach/solution to the public sectors inability to meet residential demand. MMC have provided to Bristol City Council (“BCC”), by delivering direct to site a number of complete residential “pod” units which can be left in situ on a permanent basis and/or removed and re-used at multiple other locations, multiple times, providing a far most time/cost efficient and flexible solution. These initial pods were provided by MMC as “proof of concept” to BCC and other public authorities. MMC are currently rolling out many more residential pods on this basis.

Work highlights – public sector, acting for

• St Helen’s MBC partnering with ECF on the first Borough-wide OPA, which was created by Peter Winnard, as the basis of a £800m + long term, Borough-wide D&R Project.

• LCRCA on the creation of a full suite of precedent public grant funding and ancillary documents, providing training on the use of those precedent documents and subsequently supporting LCRCA in rolling out those documents to provide grant funding the most significant development projects in the Liverpool City Region

• SoTCC on the £250m mixed use, multi-phase “Smithfield” Stoke development including (inter alia) substantial new Grade A office, a Hilton hotel, 300 BtR units, ancillary commercial and a new MSCP.

• Stockport MBC on the development, letting disposal and forward funding (by way of “income strip”) of a new 1000+ space MSCP and a new Hilton Hotel as part of the Stockport Exchange development.

• SCC and MCC opposite both Peel and separately opposite Muse in Peel in creating the new, innovative “bespoke” OPA structure required to facilitate SCC’s preferred long-term approach to Borough-wide regeneration by creating “bespoke” legal documents which (inter alia) satisfy all of SCC’s “public” obligations, requirements and restrictions and whilst not being subject to the public procurement regime provide a single consistent basis for the delivery of multiple different development projects over the long term.

In addition to the benefit of huge time/cost efficiencies, this new approach also (inter alia):

1. ensures that the aspirations of SCC and their development partners are aligned as early as possible, creating a much streamlined, consistent and familiar process;

2. promotes true long-term partnering arrangements which enable SCC to realise the full potential of any D&R opportunity, maximise the outputs delivered and, essentially, make any D&R opportunity significantly more successful, than would ever be possible in a more traditional D&R arrangements;

3. enables SCC to harness and effectively direct and coordinate the private sector’s D&R efforts and so maximise the delivery of D&R outputs, in terms of additional housing units etc. which would not have been possible otherwise;

4. enables both SCC and their development partners to take a particularly beneficial, productive, long-term and considered approach to D&R which produces significantly better outcomes altogether

• The OPA also provides many further/additional benefits which are not mentioned here, but in summary, the OPA approach encourages investment, unlocks and accelerates more D&R opportunities, and increases the quality, pace and scale of development delivery and placemaking which would not otherwise be possible.

Industry Sector Expertise

Please see the section headed “Practise Areas” above.

Expert in these Jurisdictions

Please see sections above headed “Work Highlights”.

Languages Spoken

English

Experience

Please see sections above headed “Work Highlights”.

Education

Awards