Right to Manage activity is at a record high - here's what it means for your building
Leaseholders are taking control of their buildings in record numbers, and the trend shows no sign of slowing, according to our new report; the RTM Index 2026.
We’ve conducted independent research and discovered that Right to Manage (RTM) company formations hit an all-time high of 986 in 2025, up 79% in just six years. With 578 RTM companies already formed by the midpoint of 2026, this year is on track to break the record again.
What makes the trend so striking is the context. Housebuilding is slowing, and management company formations are falling too, yet RTM activity keeps climbing. Our analysis of more than fifteen years of Companies House and Office for National Statistics data shows this isn’t a blip, but a structural shift in how residents want their buildings run.
The numbers behind the story
To track this properly, we’ve built the Placekeeper RTM Index: a measure of RTM formation activity relative to housing completions, benchmarked against the long-term average.
A score of 100 represents that average. In 2025, the Index hit 155, meaning RTM activity is now 55% above the historic norm, more than double where it stood in 2019.
Several other findings from the report stand out:
- RTM formations per 1,000 housing completions rose from 2.6 in 2019 to 5.8 in 2025, well above the long-term average of 3.7.
- Housing completions fell by around 20% over the same period, from 214,290 to 170,390.
- Management company formations dropped 29% from their 2018 peak, to their lowest level since 2013.
- Annual RTM formations, which sat between roughly 525 and 676 for most of the 2010s, have jumped sharply since 2023: 694 in 2023, 800 in 2024, and 986 in 2025.
In short, while the wider housing market has cooled, resident-led management has gone in the opposite direction. That tells us something important is changing in how leaseholders think about who runs their buildings.
Our report points to several likely drivers for this RTM spike. From greater awareness of leaseholder rights to closer scrutiny of service charges as costs rise and the ongoing leasehold reform debate, it’s clear residents want more say than ever before. And a growing market of specialist advisers are making RTM applications more accessible than ever.
What this means for you
Whether you're a leaseholder considering RTM, a resident director already running one, a managing agent, or a developer thinking about long-term governance, this is a trend worth understanding rather than reacting to.
At Placekeeper, we work with developers, Residents' Management Companies, RTM Companies and resident directors across England to deliver transparent, professional property management.
This includes supporting leaseholders through the RTM process from the outset, and helping RTM companies put the governance, financial management and professional support in place to succeed once they've taken control.
We've spent more than fifteen years analysing this market, and we understand what good management looks like from both sides of the table.
You can read the full Placekeeper RTM Index 2026 report, including the complete data tables and methodology, by downloading the report here.
To discuss the findings in more detail, our team is always available on info@placekeeper.co.uk.
Placekeeper shortlisted for Property Management Company of the Year 2026
We're pleased to share that Placekeeper has made the shortlist for Property Management Company of the Year at the Manchester Property Awards 2026.
It's a nice one to land. The category is competitive, and being named alongside some genuinely strong management companies is a fair signal that the work is landing the way it should.
For us, this isn't about chasing recognition. Day to day, the job is unglamorous: keeping on top of maintenance, communicating clearly with residents, sorting problems before they become bigger problems. None of that tends to make headlines. So when an independent panel, including senior figures from Greater Manchester's ten boroughs and established names in the property industry, puts you on a list like this, it means something. It's a marker that the standards we hold ourselves to are actually showing up in how the business is run and how residents experience it.
The credit belongs to the whole team. Every renewal, every resolved query, every small decision made properly rather than quickly, that's what a shortlisting like this is built on.
Winners are announced at a gala ceremony on 6th November at The Point, Emirates Stadium, Manchester. More information here: Manchester Property Awards 2026
We'll be there on the night, and whatever happens, making the shortlist is something to be proud of in its own right.
5 things RTM companies get wrong after they've taken over
5 things RTM companies get wrong after they've taken over
We've covered the basics of Right to Manage before, eligibility, how the process works, what changes once you've taken control. What we haven't covered is what actually trips RTM companies up once the paperwork's done and the building is theirs to run.
Because that's where most of the problems show up. Here's what we see going wrong most often.
1. Assuming contracts just carry over
Insurance, cleaning, lift maintenance, fire alarm servicing, gardening. None of it automatically transfers with the management. Every existing contract needs to be reviewed, and either renegotiated, re-tendered or ended properly, and that has to happen before or right at handover. RTM companies that leave it too late can end up with gaps in cover or services quietly lapsing.
2. Not realising compliance now sits with you
Fire safety, building safety, health and safety at the property. As an RTM company, you're now the one responsible for it, not the landlord or their agent. Under the Building Safety Act, that responsibility can be significant depending on the building. It's worth understanding exactly what you're now accountable for, rather than relying on the previous managing agent's records to know what's even been done.
3. Inheriting a building with no reserve fund
A lot of buildings hand over with little, or nothing set aside for major works. Roofs, lifts, render, fire doors. It all needs paying for eventually, and if there's no sinking fund in place, the bill lands on leaseholders all at once rather than being spread over time. Get a proper condition survey done early and start building reserves from day one.
4. Forgetting the landlord doesn't disappear
Once RTM is acquired, the landlord is entitled to membership of the company. People are often surprised the freeholder still has a seat at the table, even though day to day control has moved to the leaseholders.
5. Underestimating that it's a company, not a committee
An RTM company is a company. That means statutory accounts, Companies House filings, proper board decisions, and directors carrying director level responsibility, not just an informal residents' group with a bank account. Buildings that treat it too casually tend to find out the hard way when something goes wrong.
Getting it right after handover
This is exactly where we spend most of our time with RTM companies. Not the formation, but making sure what comes after it is set up properly: contracts, compliance, reserves and governance.
We've supported RTM companies through this stage before and know how to make the handover smooth. As managing agent, we handle the heavy lifting, but it's your building, so RTM Directors and leaseholders should always have real influence over how it's run. That's the standard we hold ourselves to, alongside straightforward, competitive pricing with no hidden fees or commissions.
If you've recently taken on RTM and want a second opinion on how things are set up, get in touch for a no obligation conversation.
Switching Managing Agents: Why It's Easier Than You Think
Unhappy with your managing agent? Here's what you can do about it…
There comes a point where the frustration stops feeling manageable. It comes when calls go unanswered, or service charges appear with no clear explanation, or communal areas quietly slip from tidy to tired. If any of that sounds familiar, you are not alone, and more importantly, you are not stuck.
Across the property management landscape, switching agents is one of those things that can feel more daunting than it actually is. Directors assume it will mean disruption to residents, a legal headache, or a prolonged standoff with the outgoing agent. In reality, with the right partner handling the transition, it is one of the most straightforward decisions an RMC can make.
When good enough doesn’t cut it
The decision to switch rarely comes out of nowhere. It builds; a slow response to a maintenance issue here or a budget that does not quite add up there. Eventually, a creeping sense that the agent is simply not invested in the estate the way you are emerges.
The frustrations are consistent across developments of all sizes. Often, it’s poor communication, opacity around finances, inconsistent maintenance, and a feeling that your community has become just another line in a portfolio.
These are not minor inconveniences, but real indicators that the relationship has run its course, and that residents of the estate are paying the price.
The process of switching agents
The handover is the thing most directors worry about and actually, it shouldn’t be. A well-managed switch begins with a free consultation, often an in-depth conversation about the estate, its priorities, and any outstanding concerns.
The incoming agent then reviews your service charge budget, insurance arrangements, and financial position, and carries out a site visit before any decisions or agreements are formalised.
From there, the outgoing agent is dealt with directly by the new one. Documents, funds, and keys are transferred in an orderly way, and residents experience no interruption to services. Maintenance and repairs also continue throughout.
Your funds belong to your RMC or leaseholders, not to the outgoing agent, so the financial transfer is a practical process, not a contentious one. Site staff are also protected under TUPE, meaning continuity is preserved without any action required from directors.
With this, there is no obligation to wait until the end of the financial year. Provided your contract allows it, the switch can happen at any point, with the notice period structured around what works for the estate.
When the switching process is done well, residents barely notice the transition. They do, however, notice the marked improvement in service that tends to follow the appointment of a new agent.
What to look for in a replacement
Of course, success relies on choosing the right replacement agent. Proposals should be scrutinised carefully. Always look beyond the headline fee to understand what is actually included, how contractor relationships are managed, and what the accountability structure looks like day to day.
It’s vital to meet the people who will actually manage your estate, not just those presenting at pitch stage. Ask for references from comparable developments and pay attention to how agents talk about residents, as that tells you a great deal about their values.
Transparency around service charges, clear reporting, and a genuine understanding of compliance obligations are non-negotiable in a well-run management operation.
Red flags are usually visible early. If the pricing is vague, or you sense a reluctance to share contractor standards, or a tendency to deal in generalities rather than specifics, it’s better to keep looking for a better agent partner.
Why Placekeeper?
At Placekeeper, we manage communities, not just properties. Our approach spans everything from legal setup and financial planning through to day-to-day administration, service charge management, maintenance, and long-term improvement. All of this is structured around our four principles for success: create, manage, maintain, and improve.
When we take on a new estate, we move quickly. Compliance checks, outstanding maintenance, and service improvements are addressed as immediate priorities, not left to settle in over time.
We also handle all communication with the outgoing agent directly, manage the document and financial transfer, and ensure the transition is clean, structured, and stress-free for everyone involved.
If your current arrangement is falling short, the bar for change is lower than you might expect, and the impact of getting it right is significant.
To arrange a free, no-obligation consultation with the Placekeeper team, call 0161 531 6422 or email info@placekeeper.co.uk. We will take it from there.
The best developers think about management from the offset
The best developers think about management from the offset
For most housebuilders and developers, the finish line is completion. Once a scheme is delivered, the homes are sold or occupied, and the focus shifts to another project. However, for the people who actually live in those homes, completion is just the beginning.
What happens in the months and years after handover has a direct bearing on how a development is remembered and, more importantly, how a developer's reputation holds up over time. The quality of ongoing management is more than just an operational detail; it is a reflection of the original vision and a major factor in whether a scheme genuinely thrives.
Bringing the gap between design and living
A development can be beautifully designed and thoughtfully planned, yet still fall short of expectations if daily management does not match that standard. Communal spaces that go unmaintained or service charge disputes that are left unresolved can quickly erode confidence in a place that started with so much promise.
This is the gap that professional property management aims to close. A skilled managing agent takes responsibility for everything that happens after the keys are handed over, from coordinating maintenance and managing contractors to overseeing financial reporting and keeping residents informed. Efforts are largely invisible, but become the actions residents talk about most.
Prioritising reputation, always
For developers working on multiple schemes or building a long-term presence in a market, reputation is everything. A poorly managed development does not just affect the residents living there. It affects how future buyers perceive your brand, how planners and local authorities view your applications, and whether sales teams find it easier or harder to close the next scheme.
Conversely, a development that is well managed and where residents feel genuinely supported becomes an asset. Word of mouth, online reviews and referrals all carry weight in the residential market. People talk, and a strong track record of delivering not just good homes but good communities is one of the most powerful differentiators a developer can have.
Early engagement is essential
One of the most common mistakes developers make is treating management as an afterthought. In practice, the decisions made during the design and planning stages have a significant impact on a development’s long-term manageability. Material choices, the design of communal spaces, service charge budgeting and maintenance planning are all areas where early input from an experienced managing agent can make a real difference.
Bringing a management partner on board during the planning and construction phases, rather than at handover, creates a far smoother transition. It also helps avoid some of the most common pain points. Including underfunded service charges, poorly specified communal areas and a lack of clarity between developer and resident about what is covered and what is not
A changing regulatory landscape
The regulatory environment for residential management has also shifted considerably in recent years, and continues to do so. Managing agents and developers face vast scrutiny over building safety, service charge transparency and professional standards.
The introduction of the new new RICS residential service charge code 2026 is a good example of this direction of travel. The updated code places stronger expectations on managing agents around transparency and accountability across the leasehold sector.
Engaging with an experienced management partner who understands these requirements is best practice for developers who want to protect their schemes and reputation.
Great management cannot be overestimated
A professional managing agent’s responsibilities typically include service charge budgeting and financial reporting, coordination of repairs and long-term maintenance planning, health and safety compliance, building insurance and statutory inspections, and regular, transparent communication with residents.
Beyond the operational detail, a great managing agent acts as a genuine steward of the development. They understand that a residential community is more than a collection of homes, and that the environment residents live in has a real impact on their quality of life.
At Placekeeper, we work with housebuilders and developers to ensure that the quality of a scheme does not stop at practical completion. By engaging with us early in the process, developers can shape their schemes with long-term management in mind, set realistic budgets and create a foundation for communities that genuinely function well from day one.
If you are delivering a residential scheme and want to discuss how we can support you, get in touch with our team at info@placekeeper.co.uk
Molly Louis Shortlisted for Young Professional of the Year at the 2026 Apartment Adviser Awards
We have some very exciting news to share here at Placekeeper, our own Molly Louis has been shortlisted as a finalist for Young Professional of the Year at the 2026 Apartment Adviser Awards, hosted by News on the Block.
This is a brilliantly well-deserved recognition for Molly, who brings exceptional dedication, professionalism and warmth to everything she does. Day in, day out, she goes above and beyond for our clients and residents alike, and to see that commitment acknowledged on a national stage is something the whole Placekeeper team is incredibly proud of.
The Apartment Adviser Awards recognise outstanding achievement across the residential property management sector, and the calibre of this year's finalists is testament to just how competitive the field is. Being selected by the judges' panel from such a strong pool of entries makes Molly's shortlisting all the more impressive.
The winners will be announced at the awards ceremony on 24 June 2026, and we'll absolutely be celebrating with Molly on the night.
Congratulations, Molly. You deserve every bit of this, any here's why...
What Our Clients Say About Molly
“We definitely wouldn't have got as far as we have without her invaluable input. Molly was always available whenever we needed her expertise and especially where we stood legally and what we could and couldn't do. I wouldn't hesitate to recommend Molly and Place keeper to anyone who's in the same situation as we were, stuck in a rut and not knowing which way to turn. If it hadn't been for Molly, I'd have given up. Thank you Molly Louis.”
— Andy, Derby
“Molly Louis of Placekeeper Management has been exceptional in supporting the residents of our Pennyroyal Road apartment building through the Right to Manage (RTM) process. From our very first interaction, she has been consistently professional, courteous, and incredibly responsive. Her supportive approach and tenacity ensures every stage of the ongoing RTM process is handled efficiently and with care. Molly’s commitment and persistence made what could have been a complex and challenging process feel manageable and well-organised. We are genuinely grateful for her dedication—this simply would not have been possible without her continued support and expertise. She is a true asset to the company.”
— Pamela, Stockton-On-Tees
“Molly has been a pleasure to work with throughout what can be a complicated and sometimes overwhelming process. She has a real knack for making things easy to understand, keeping me informed at every stage without ever making me feel out of the loop. She responds quickly, is always available when I've needed guidance, and brings a warmth and professionalism to every interaction. I'm delighted to support her nomination.”
— Michael, Preston
“I have always been so impressed with her work ethics. No job or issue too small to handle & always with a polite friendly & helpful manner... & when she promised to reply with an update, I never had to chase for it. Despite having developed a good casual working relationship, Molly always upheld her professionalism. Molly is a very dedicated, committed & driven & shows pride in her work, hence the always positive results.”
— Jens, Bolton
New RICS service charge code and what it means for residential property
Last month, the Royal Institution of Chartered Surveyors (RICS) introduced the fourth edition of its Service Charge Residential Management Code, effective from 7 April 2026. This is the first major update in a decade, reflecting the sector's significant evolution.
With around 4.6 million leasehold homes in England, the way service charges are managed plays a central role in the day-to-day experience of homeowners. While the code itself is not legislation, it carries considerable weight and is often used by courts and tribunals to assess whether costs and management practices are reasonable and fair.
For leaseholders, managers and housebuilders, the updated code is designed to improve transparency and consistency across the entire sector.
What is the RICS Service Charge Code?
The RICS Service Charge Residential Management Code sets out best practice for managing service charges in residential buildings. It provides a clear framework for managing agents, covering everything from budgeting and accounting to communication and complaint handling.
Although it is not legally binding, it is widely recognised as the benchmark for professional standards in residential management across the industry. With this, it plays an important role in shaping how developments are managed in practice.
Why has it been updated?
The latest update reflects a combination of industry change and increasing expectations. In recent years, there has been greater scrutiny of service charges, alongside wider legislative reform, particularly in relation to building safety.
The updated code aligns with these changes and reinforces the need for a more transparent and accountable approach to residential management. It also aims to reduce the likelihood of disputes, which have historically been one of the most common challenges in leasehold properties.
At the same time, it signals the direction of travel for the sector, with further leasehold reform expected to place even greater emphasis on clarity and standardisation in the near future.
What has changed?
A key update is the stronger emphasis on transparency and clearer communication. Managing agents are expected to provide detailed explanations of how service charges are calculated and spent, through structured budgeting and accessible reporting. The code also recognises the importance of keeping residents informed, particularly about costs and related decisions, which is vital in owner-occupied developments.
Another key focus is on greater communication. The code highlights the importance of keeping residents informed, particularly regarding costs and the decisions behind them. This is particularly relevant in owner-occupied developments, where residents often take an active interest in how their building or estate is run.
The updated code also reflects the growing importance of building safety. It recognises the increased responsibilities placed on those managing residential developments and the need for processes that support compliance and accountability.
Finally, there is a renewed focus on professionalism, fairness and consistency. Managing agents are expected to operate with a high level of competence and integrity, while service charges should be reasonable, proportionate and clearly justified.
What does this mean for property managers?
For managing agents, the updated code raises expectations and encourages a more proactive, resident-focused approach. This includes clearer budgeting and stronger communication with residents. It also means ensuring that decisions are well documented and can be clearly explained if challenged.
For organisations like Placekeeper, many of these principles are already embedded in our day-to-day approach. The updated code simply provides further structure and reinforces the importance of maintaining high standards across service delivery.
What does this mean for leaseholders?
For leaseholders, the changes should lead to greater visibility and understanding of service charges. Clearer communication and more transparent reporting mean residents are better informed about how their money is being used. This can help build trust and reduce the potential for disputes.
In developments where many residents are owner-occupiers, this is particularly important. Effective management not only supports compliance but also contributes to the overall quality and reputation of a community, ensuring the assets can hold long-term value.
What does this mean for housebuilders and developers?
For housebuilders and residential developers, the updated code offers greater clarity around what good management looks like in practice.
It highlights the importance of engaging with managing agents much earlier in the development lifecycle. Too often, management considerations are introduced post-completion, when key decisions around design and long-term maintenance have already been made.
By involving a managing agent during the planning and construction phases, developers can ensure that schemes are set up for efficient management from day one. This includes shaping service charge budgets, selecting appropriate materials and designing with long-term maintenance in mind.
A step forward for residential management
While the updated RICS code does not introduce new legal requirements, its influence should not be underestimated. It reflects a clear shift towards greater transparency and accountability across the sector.
By setting clearer expectations and promoting better communication, it provides a stronger foundation for how residential communities are managed, both now and in the future. It supports better day-to-day management, while also helping to drive long-term value and ensuring better cohesion between all stakeholders.
Greener homes mean closing the gap between design and reality for residential development
World Earth Day takes place on 22 April and often sees a shift in focus across the built environment towards sustainability. While much of the conversation focuses on construction methods and materials, this is a mistake that overlooks the environmental impact of projects after completion.
A building is only as sustainable as the way it is managed, and a failure to recognise this is where an industry challenge begins to emerge. The gap between how a building is designed to perform and how it operates in practice remains one of the biggest barriers to achieving meaningful sustainability outcomes across the built environment.
The sustainability performance gap
Many modern developments are designed with strong sustainability credentials. Energy-efficient systems, green spaces and carefully considered materials are now standard across new schemes. However, without the right operational oversight, these features often fail to deliver the intended outcomes.
The gap between intended and actual environmental performance is influenced by several factors that underpin success. For example, building systems may only serve a sustainability purpose if they are maintained correctly. Similarly, sustainability features are often underused by tenants due to a lack of clear communication.
Over time, these small gaps can compound, reducing efficiency and increasing environmental impact. What begins as a well-designed sustainable development can gradually fall short of its original ambitions. Property management plays a critical role in closing this gap, ensuring that the sustainability plans for a building are actively delivered throughout its lifecycle.
Delivering sustainable progress daily
Sustainability is ultimately shaped by everyday decisions. Considerations such as how waste is managed across a development and how communal areas are maintained all contribute to the environmental footprint of a building. Every small operational choice, when repeated daily across multiple homes, has a significant cumulative impact.
Effective estate management ensures these decisions remain aligned with a development’s original sustainability goals. This can look like implementing clear waste strategies, maintaining energy-efficient systems or working with contractors who understand environmentally responsible practices.
Outdoor spaces also play an important role. Biodiversity-friendly landscaping, seasonal planting and reduced chemical use can help developments support local ecosystems while creating more attractive environments for residents.
Keeping residents on side
Even the most well-managed development cannot achieve its sustainability goals without the support of those who live there.
Resident behaviour has a direct impact on energy use, waste levels, green spaces and the overall environmental performance of a building. Tenant engagement, while often overlooked, is one of the most effective ways to influence outcomes.
Property managers are uniquely positioned to work collaboratively with tenants. Through clear communication and regular engagement, we help residents understand how to use systems effectively and adopt more sustainable habits.
This is particularly important on existing schemes, where improvements rely on a combination of physical upgrades and behavioural change. At one of our managed sites - Westwood Park in Bolton - our role extends far beyond maintenance. We work with residents and stakeholders on longer-term improvements that enhance both the quality of the environment and how it is used.
Great managers supports decarbonisation
The built environment is responsible for around a quarter of the UK’s carbon emissions, making it a critical focus area as the country works towards its 2050 decarbonisation target. While much of the attention is placed on how buildings are constructed, it is operational performance that will ultimately determine whether targets are met.
Property management has a vital role to play here. By maintaining systems efficiently, monitoring performance and supporting improvements, managers can help reduce a building’s environmental impact over time.
There is also growing pressure for greater transparency and accountability, with ESG considerations now vital for developers and investors alike. Reliable data and consistent reporting rely on proactive management, making it an essential component of sustainable development.
Proactivity is power
Sustainable development does not end at completion, but is shaped by how buildings are managed and maintained. For developers looking to create genuinely sustainable communities, estate management is a critical part of the solution and needs to be approached proactively to close the gap between a building’s intended and actual environmental performance.
We work closely with developers to ensure that management strategies are aligned with sustainability objectives from the outset. By understanding how a building is designed to perform, we can put the processes and structures in place to support those goals in practice. This ensures sustainability is embedded into the daily running of a development, rather than treated as a standalone feature.
To find out how Placekeeper can support the long-term sustainability of your development, contact the team at info@placekeeper.co.uk or call 0161 531 6422.
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The hidden responsibilities of managing residential communities
From an outsider’s perspective, property management can appear relatively straightforward. It involves collecting service charges, arranging repairs, managing general maintenance works and ensuring shared spaces are clean and well maintained.
But the reality behind managing modern residential communities is far more complex. Behind every successful development sits a significant amount of unseen work, from ensuring buildings run smoothly on a daily basis to meeting ongoing compliance and regulatory responsibilities, all while maintaining the long term value of the asset for residents and developers alike.
As buildings become more sophisticated and the regulatory environment continues to evolve, effective estate and block management has become an increasingly specialised discipline. The scale of the industry reflects this shift, with the sector expected to approach £38 billion in revenue by 2026.
This highlights the growing demand for professional expertise across residential schemes. Success relies on understanding the full scope of responsibilities involved and why experienced management plays such an important role in protecting the long term performance of residential developments.
Ensuring safety and regulatory compliance
One of the most significant yet often overlooked aspects of estate and block management is ensuring developments remain compliant with an increasingly complex regulatory landscape.
Today’s residential buildings must meet a wide range of health and safety obligations, including fire safety management, building inspections, risk assessments and the ongoing monitoring of compliance documentation. Rather than being a one off exercise, this requires continuous oversight to ensure buildings remain aligned with evolving legislation and industry standards.
Maintaining compliance now involves coordinating multiple inspections, certifications and reporting processes throughout the year. Professional managing agents play a crucial role in overseeing this, ensuring nothing is missed and that developments remain safe, compliant and well managed for all residents.
Financial management and long term planning
Beyond compliance, effective estate management involves careful financial stewardship to ensure developments remain sustainable over the long term.
Managing service charge budgets and forecasting operational costs are core responsibilities. This includes planning for reserve or sinking funds, allowing for major works and long term maintenance to be delivered without unexpected financial pressure on residents.
These responsibilities are becoming increasingly important as operating costs continue to rise. Without proactive planning, unforeseen works or cost increases can quickly disrupt budgets and impact the overall performance of a development.
Strong financial management ensures costs are controlled, risks are anticipated, and developments remain well maintained without unnecessary financial strain.
Coordinating contractors and maintaining quality
Another critical element of estate and block management is overseeing the network of contractors responsible for maintaining and servicing a development.
From routine maintenance and landscaping to specialist repairs and compliance testing, managing multiple suppliers requires robust procurement processes and clear communication. Managing agents must ensure work is delivered to a high standard while maintaining cost efficiency and minimising disruption to residents.
This requires balancing operational performance with the day to day experience of those living in the community. Maintenance schedules, inspections and repair works must be carefully coordinated to keep developments running smoothly while ensuring residents remain informed and supported.
Strong contractor management and trusted supplier relationships are essential to delivering consistent, high quality service.
Digitalisation and futureproofing property management
Like many industries, estate management is evolving through the use of technology. Digital tools can help streamline reporting, track maintenance requests, monitor compliance and improve communication between residents and managing agents.
While technology can enhance efficiency, it works best alongside experienced human oversight. Successfully managing residential communities still relies on judgement, problem solving and clear communication, all of which remain central to effective management.
Creating successful residential communities
For developers, estate and block management plays a far greater role than simply maintaining buildings. It protects asset value, ensures compliance and helps create a positive, well managed living environment for residents.
At Placekeeper, we understand the responsibilities involved in managing modern residential communities. That is why our team works closely with developers to provide proactive, hands on management that supports the long term success of every development we oversee.
If you are planning a new residential scheme or reviewing the management of an existing one, our team would be happy to discuss how we can support you.
Email us today at info@placekeeper.co.uk or call 0161 531 6422 to speak with our experienced team.
Placekeeper Welcomes Ben Ousey to the Team
We are delighted to welcome Ben Ousey to the Placekeeper team.
Ben is a Chartered Member of the Property Institute (TPI) and brings over a decade of experience managing a wide range of complex sites and property types. His expertise, innovative thinking, and solutions-focused approach make him a strong addition to our growing team.
What stood out during the recruitment process was Ben’s shared commitment to delivering exceptional customer service and continuously enhancing the sites we manage. Beyond his professional expertise, Ben has already made a positive impact in the office with his energy, optimism, and collaborative attitude.
We are thrilled to have Ben on board and look forward to the contributions he will bring to Placekeeper.