Access SIRE Group Transitional Housing.
A property-backed income strategy, managed by Myshon — operating at institutional scale across the UK transitional housing sector. Distributed exclusively through Aii Property.
A different operating model, not a different promise.
Four reasons SIRE Group Transitional Housing is structured differently from both buy-to-let and conventional fixed-rent social housing.
You own a real residential home — freehold or leasehold — in your own name. SIRE manages acquisition and refurbishment to specification.
Myshon manages occupancy, repairs, compliance and local-authority liaison through a 150-strong directly-employed team.
Income reflects the actual funding and operating mechanics of the property — not a fixed promise from a single counterparty.
Positioned clearly to avoid the fragile fixed-rent language that has caused failures elsewhere in the specialist housing sector.
The terms, in plain language.
Indicative parameters. Full cashflow per property, lease documents and broker pack are released after introducer review.
Capital at risk. Past performance does not guarantee future returns. This is not guaranteed rent. Full investment information is released only after enquiry review through an approved broker or professional introducer.
The story, the model, the operator.
The opportunity sits across three interlocking layers. Each is documented in full.
Why transitional housing exists.
A category created by statutory housing need — not market timing. The constraint is supply of compliant, professionally managed homes, not demand.
Read the Story →Pass-through, not fixed rent.
Why SIRE and Myshon deliberately avoid the "guaranteed rent" language that has caused failures elsewhere in the specialist housing sector.
Read the Model →Why Myshon's platform matters.
Bricks and mortar don't generate income. Operating platforms do. The strength of the operator is as important as the property itself.
Meet the Operator →The constraint is supply, not demand.
Transitional housing is a statutory obligation — local authorities must house those in need. The category was created by law, not market timing. The shortage is of compliant, professionally managed homes.
Statutory demand that cannot be deferred or reduced by policy. Local authorities carry a legal duty to house those assessed as in need.
The highest recorded figure since records began. Growth is accelerating, driven by rising private rents and reduced social housing stock.
The bill to local authorities for housing people in hotels, B&Bs and unsuitable placements. Professionally managed transitional housing costs less.
Numbers that demonstrate the model.
Myshon's directly-employed 150-person team manages every operational aspect of the portfolio. These figures reflect sustained performance across 11,000+ homes.
Sustained across the portfolio. Near-full occupancy reflects the structural demand imbalance and Myshon's placement relationships with local authorities.
Income collected from local authority welfare funding routes — not individual tenants. Systemic collection, not individual credit risk.
The time between tenancy transitions. Myshon's placement team manages re-lets directly with local authority housing teams.
Approximately 80 new households placed per week — a throughput that reflects deep operational infrastructure.
A round-the-clock maintenance line staffed by Myshon's directly-employed team. All maintenance managed and tracked in-house.
Every operational team member is directly employed by Myshon — not contracted out. This is the structural difference that enables consistent performance.