Why some North West family homes are attracting stronger demand than landlords expect

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Property118

Why some North West family homes are attracting stronger demand than landlords expect

Many landlords assume buyers are mainly interested in city-centre flats, trendy postcodes or high-yield investor stock. That can be true in certain pockets, yet across parts of the North West, another pattern is holding firm: well-located family homes continue to attract stronger interest than many owners expect.

For landlords considering a sale, that could well be important if properties once bought purely as rentals now appeal to a wider and often more motivated buyer pool.

Why family homes can be attractive now

In many towns and suburbs, buyers continue to value practical fundamentals such as good local schools, transport links, gardens or outdoor space, extra bedrooms, parking and neighbourhood stability. Those priorities can create demand from owner-occupiers as well as investors.

Why some landlords underestimate this

Many owners mentally value their property only through a landlord lens:

• What rent does it achieve?
• What yield does it show?
• How easy is it to let?

Those are fair questions, but if a home also suits growing families or first-time movers stepping up, the likely buyer pool may be larger than assumed.

Why this matters in 2026

Selective markets reward selective stock. Homes with broad appeal can still perform well even when more marginal properties struggle, which  means some landlords sitting on long-held family houses may have more options than they realise.

Selling does not have to mean abandoning property investment

Some owners choose to sell one stronger-demand property in order to release substantial equity, simplify a portfolio,fund another opportunity, and retain higher-performing rentals. That can be a rational commercial move, not an exit.

Presentation and pricing still matter

Strong demand does not mean automatic success. Outcomes are still influenced by sensible pricing, property condition, tenancy position, local competition, timing and route to market.

Two similar homes can achieve very different results depending on execution.

The hidden opportunity many miss

Some landlords focus only on monthly rent and overlook capital demand entirely. That can leave valuable options unexplored because a property that feels ordinary as a rental may be highly attractive to a buying family.

A conversation worth having?

If you own family-sized rental property in the North West and have assumed selling would be difficult or unremarkable, it may be worth reassessing current demand.

These discussions are often most useful for established landlords who want informed choices, stronger optionality and decisions based on real buyer behaviour rather than assumptions.

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Selling with tenants in place may be easier than you think

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Property118

Selling with tenants in place may be easier than you think

One of the most common reasons landlords postpone selling is simple: “I can’t sell yet, the property is tenanted.”

That assumption keeps many owners stuck for months, sometimes years, but in reality, a tenanted property does not automatically prevent a sale. In some cases, it can even broaden the pool of potential buyers. The key is understanding who the likely buyer is, and choosing the right route accordingly.

Why the myth persists

Many landlords naturally picture selling through the traditional owner-occupier route. That often means vacant possession expected, viewings arranged around occupiers, cosmetic presentation important, and chains and onward purchases involved. If that is the only route considered, a sitting tenant can feel like a barrier, but it is not the only route.

Why some buyers like tenanted property

Investor buyers often value immediate rental income, no initial void period, an existing tenancy already in place, evidence of achievable rent, and less time before cashflow starts.

For the right buyer, a tenanted property can be a positive rather than a negative.

Where realism matters

Not every tenanted property sells easily. Much depends on, tenancy terms, rent level versus market rent, tenant cooperation, property condition, location demand, pricing expectations, and legal paperwork being in order. That is why informed guidance matters.

Why some landlords delay unnecessarily

We often hear owners say they will wait until the tenant leaves naturally. Sometimes that is sensible, but in others it means more months of uncertainty, another repair cycle, another letting decision, more delay to wider plans, and missing current buyer demand. Waiting should be a choice, not an assumption.

Selling does not have to be confrontational

Some landlords worry that even exploring a sale creates tension with tenants, but handled professionally, that need not be the case. Clear communication, realistic expectations and choosing a buyer suited to the circumstances can make a material difference.

It may also open selective options

Some landlords are not looking to sell everything. They may simply wish to dispose of one lower-performing rental, a distant property, a higher-maintenance asset, or stock no longer suited to future plans. If that property is tenanted, a sale may still be more achievable than assumed.

A conversation worth having?

If you own a tenanted rental and have mentally ruled out selling, it may be worth revisiting that assumption.

Some properties are better retained, some are easier sold vacant and some may appeal most strongly with a tenant already in place.

These discussions are often most useful for established landlords who want practical options, less delay and decisions based on facts rather than old assumptions.

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James Cleverley blames Labour’s Renters’ Rights Act after receiving Section 21 notice

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Property118

James Cleverley blames Labour’s Renters’ Rights Act after receiving Section 21 notice

The Shadow Housing Secretary has said he has received a Section 21 notice, blaming Labour’s housing reforms for prompting landlords to sell up.

Speaking at a London Housing Conference, James Cleverly said the notice was issued after his landlord decided to sell the property.

He also warned that the Renters’ Rights Act will do more harm than good.

Renters’ Rights Act will not protect tenants

Mr Cleverly said his experience of receiving a Section 21 notice is “replicated thousands of times across the country”.

He blamed the Labour government for the Renters’ Rights Act, arguing that despite claims it is meant to protect tenants, it will have the opposite effect.

Speaking to PoliticsHome, he said: “The key bit of this is the arrogance with which Labour approached this process. They just refuse to listen to the points we’re making because it was we who were making those points.

“Unfortunately, now the people who are suffering are the people who could and should have a decent supply of properties in the private rented sector, and they don’t.

“The people who they claim to want to protect are the very people who are being disadvantaged by this and it didn’t have to be like this. If the Labour Party weren’t so arrogant and unwilling to listen, it wouldn’t be happening.”

Conservatives failed to ban Section 21

A Labour source hit back and told PoliticsHome: “The Shadow Housing Secretary will be furious when he finds out who is responsible for allowing no-fault evictions to continue.

“It’s his Conservative Party that failed to ban them during their 14 years in office.

“Labour in government is putting things right and ending this unfair practice to protect renters from suddenly being thrown out of their homes for no reason. If he has changed his views and now agrees with us, he should cross the floor and join Labour.”

The news comes ahead of the Renters’ Rights Act coming into force on 1 May 2026.

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Landlords reducing exposure as regulatory pressure reshapes behaviour

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Property118

Landlords reducing exposure as regulatory pressure reshapes behaviour

A consistent theme running through the latest landlord data is the growing influence of regulatory and structural pressure on decision-making.

According to the Property118 Landlord Sentiment Survey Q1 2026, a majority of landlords are now choosing to reduce their exposure to the sector rather than expand within it. Based on 2,380 completed responses, 57% of landlords plan to reduce their portfolios over the next 12 months, compared with just 6.8% intending to grow. You can review the full findings here.

The implication is clear: external pressures are beginning to influence long-term strategy.

A changing operating environment

Over recent years, the environment in which landlords operate has evolved significantly. Tax treatment, regulatory requirements and compliance obligations have all shifted, creating a landscape that is more complex and, in some cases, less predictable than before.

The survey data suggests that landlords are responding to this environment in a measured way. Rather than attempting to navigate increasing complexity indefinitely, many are choosing to reduce their involvement.

Not a reaction, but a recalibration

It would be easy to interpret these decisions as a reaction to short-term pressure. The data points towards something more deliberate.

As highlighted elsewhere in the Property118 dataset, many landlords are operating with low levels of borrowing and significant equity.

This means that decisions to reduce exposure are not being forced by immediate financial constraints. Instead, they reflect a broader recalibration of how landlords wish to engage with the sector.

A shift in long-term outlook

When the operating environment becomes more complex, the long-term outlook naturally comes into focus. Landlords begin to consider not just current performance, but future sustainability. Questions around financing, structure, compliance and succession planning become more prominent.

The survey indicates that, for many, the balance has shifted. Continuing to expand under the current framework is no longer seen as the most attractive option.

Implications beyond individual portfolios

The cumulative effect of these decisions has wider implications. If a majority of landlords are reducing exposure, and relatively few are entering or expanding, the overall level of rental supply may be affected over time. This is not an immediate adjustment, but a gradual one, driven by thousands of individual decisions.

A sector adapting to its conditions

The data reflects a sector that is adapting, not abruptly, but steadily. Landlords are not disengaging overnight, but they are adjusting their level of involvement in response to a changing environment.

For now, one conclusion stands out: landlords are not simply reacting to pressure, they are recalibrating their long-term role within the private rented sector.

A conversation worth having?

If you are weighing up your own strategy, whether that’s to sell, expand, or restructure to improve profitibility, it is worth having a discussion with a Property118 consultant to take a closer look at how your portfolio is structured as a whole now, and to forecast the outcomes based on multiple scenario’s.

These conversations are typically most useful for landlords with established portfolios and relatively modest borrowing who are beginning to reflect on how their assets could work more effectively in the years ahead.

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Sky News Section 21 story suggests a deeper problem to me

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Property118

Sky News Section 21 story suggests a deeper problem to me

Did you see the recent Sky News coverage that linked to Property118? It was about landlords rushing to serve Section 21 notices before the 1 May changes.

When a significant legal change is approaching, it is only natural that some landlords will focus on what can still be done before the new rules take effect, but I believe the Sky News story, and many others like it, point to something much deeper. For many landlords, the real issue is not simply whether Section 21 can still be used in time; it is whether their property business, as it stands today, still works for the next phase of life, family responsibility, and risk.

That’s why the Sky News article felt to me like the real story here sits much deeper than just a possession issue. That’s the top of the iceberg in my opinion, and yours too, it seems, based on the recent Property118 landlord sentiment survey. I think the number of s21’s issued recently is really about whether the business still works. What do you think?

From control to continuity

The real question is no longer just whether one legal route remains available; it is whether the business itself is still resilient, manageable, and fit for purpose if circumstances change. That is why, in my opinion, this is beginning to look like more than a possession story.

Many landlords continue operating on assumptions that made sense years ago, but which may no longer reflect current realities. That does not mean the original strategy was wrong; it means the business may now need a different kind of plan.

A portfolio is not always a plan

This is where I believe many landlords get caught out, because owning property is not the same as having a strategy and having equity is not the same as having clarity, and having rental income is not the same as having a business model that still works. A portfolio can have substantial value and still lack continuity, and it can produce income and still create strain.

A rental property business might well represent years of effort and success, yet still leave basic questions unanswered.

• What happens if the owner becomes ill?
• What happens if they die unexpectedly?
• Would a spouse or child know what to do next?
• Would the business continue in an orderly way, or quickly turn into a series of decisions made under pressure?

The loneliness of being a landlord

Landlording can be a lonely profession. Most of us carry strategic, financial, and family pressures without a trusted sounding board. You may well have a broker, accountant, solicitor, and maybe even a letting agent, but lot’s of landlords I speak to still feel that nobody is previously ever helped them to step back and look at the whole picture in a joined up way.

What most landlords tell me about the realities of working with multiple professional advisers is that the discussions are often fragmented. One conversation may be about tax, another about refinancing, another about tenants, another about wills or succession, and yet another about whether to hold or sell. Very few landlords I’ve ever spoken to have ever managed to find a person like me before who can join up all of this thinking for them.

Asking better questions

If the real issue is one difficult tenancy, then the immediate legal question is exactly the right one, but for many landlords, the pressure is broader than that.

The rush to serve s21 notices, as reported by Sky News, may be linked not only to possession, but also to concern about future regulation, weaker cash flow than expected, financing costs, operational fatigue, retirement planning, succession, legacy or uncertainty about what the portfolio is ultimately for.

When landlords focus only on the immediate legal mechanics, they may miss the larger issue, and for many, the real pressure is not one tenancy, it is that the current business model no longer feels fully aligned with their stage of life. For others, it is the growing realisation that a portfolio built over many years may still have no clear continuity plan attached to it. Doing nothing is also a decision, but rarely a good one.

Landlords now need to ask better, more strategic questions than the headlines alone suggest, and if they don’t know what questions they should be asking, they need to read Property118 a lot more, or arrange a free initial consultation with a specialist landlord consultant like me.

As a Property118 consultant, I have spent many years supporting landlords through changing market conditions, not just by looking at isolated technical issues, but by helping them step back and consider the bigger picture. In practice, these issues rarely sit in neat compartments. Cash flow, financing, continuity, succession, structure, family pressure, and quality of life are often closely connected.

A landlord who thinks they have a tenant problem may really have a strategic planning problem. A landlord who thinks they have a tax problem may actually have a continuity problem. A landlord who feels they need to act quickly may really need to think more clearly. That is why a joined up approach matters.

For some landlords, the priority may be simplification, for  others, it may be continuity, or it might also be a desire for stronger cash flow, lower risk, or greater clarity around the next stage. The point is not that every landlord needs the same solution, it is that many landlords now need a more joined up plan than they currently have.

A shift in emphasis

The recent attention on Section 21 may yet prove to be about more than a legal deadline.

It may also be highlighting a wider shift in landlord thinking, from reaction to reflection, from individual problems to overall strategy and from accumulation alone to continuity, clarity, and resilience. In that sense, the real issue is not simply whether Section 21 notices can still be used before the deadline; it is whether the business still works.

If this article has made you question whether your current property business is still fit for purpose for you, your family, or the next stage of life, I would like to help you to step back, assess your wider position, and move from uncertainty to a clearer strategic plan. Sometimes the most valuable decision is not the next tactical move, but taking the time to think strategically before making it.

Kind regards

Swati Sammant-Mayger, ATT – Founder Property118 consultant and your fellow portfolio landlord

MEET ME ON A ZOOM CALL

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Selling one poor performer can beat keeping three average ones

admin    Uncategorized     agents

Property118

Selling one poor performer can beat keeping three average ones

Many landlords assume progress comes from owning more properties. More doors, more rent days, more long-term growth. Sometimes that is true, yet there are also moments when progress comes from owning fewer, better assets.

That idea is often resisted at first, but it deserves attention because one well-judged sale can sometimes improve a portfolio more than years of passive holding.

The trap of under-performing assets

Across long-held portfolios, it is common to find properties that are not disasters, but not stars either. They may generate modest net income, absorb regular maintenance spend, sit in weaker locations, tie up meaningful equity, require disproportionate attention, or offer little excitement or strategic value. Individually, none seem urgent, but collectively, they can be a drag overall performance and mental health.

When one sale changes the whole picture

Selling a weaker asset can sometimes allow an owner to create emergency reserves, improve monthly surplus, remove a recurring headache, focus attention on better assets, or regain flexibility for future opportunities, and any of those things can outperform simply keeping everything by habit.

More is not always better

This can be uncomfortable for landlords who built success through accumulation, yet the strategy that built wealth is not always the strategy that best protects or enhances it later. Sometimes maturity means refining rather than expanding.

A conversation worth having?

If parts of your portfolio feel respectable but uninspiring, it may be worth reviewing whether quantity is masking quality.

Sometimes the right answer is to hold everything.

Sometimes the smartest move is not buying another property, but letting one average asset go.

These discussions are often most useful for established landlords who want stronger performance, simpler ownership and capital working harder than it does today.

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Why low debt is not always the low-risk strategy landlords think it is

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Property118

Why low debt is not always the low-risk strategy landlords think it is

Among landlords, few beliefs are more deeply rooted than this: Pay down debt and risk falls.

It might sound sensible,  and in some circumstances, it might be sensible, yet like many simple truths, it can become misleading when applied too broadly because once borrowing becomes modest, a different form of risk often grows quietly in the background. Not lender risk but concentration risk.

The hidden issue many overlook

Imagine two landlords. The first owns a £1.5m portfolio with very low borrowing and most of their wealth tied up inside a handful of properties. The second has similar net worth, but holds a more balanced mix of property, liquidity and optionality.

Who is safer?

Equity can be powerful, but inflexible

High equity looks reassuring on paper, but it can also create hidden vulnerabilities:

• wealth trapped in illiquid assets
• dependence on one sector
• reliance on local property markets
• exposure to repairs and regulation
• limited ready cash in emergencies
• difficulty helping family at the right time
• fewer options if circumstances change

That is not low risk, it is simply a different risk.

Why landlords miss it

They miss it because leverage is visible, they see the mortgage statement, they feel interest rate rises, they celebrate redemptions, but concentration risk is quieter. It does not send monthly letters, instead it sits unnoticed until a life event, health issue, family need or market change reveals it.

The goal is not maximum debt either

This is not an argument for reckless borrowing, far from it. Excess leverage creates its own obvious dangers.

The smarter question is usually: What balance of debt, equity and liquidity best serves my stage of life now?

That answer changes over time.

What often matters more after 55

Earlier in life, accumulation may dominate thinking.

Later, many landlords value flexibility, monthly surplus, emergency reserves, easier succession planning, lower stress, freedom to travel, and the ability to act quickly.

Those priorities can justify a very different structure from the one that built the wealth in the first place.

Why most landlords eventually reposition

We increasingly speak with landlords who are not trying to grow at all. Instead, they are trying to improve quality. That may involve reducing weaker holdings, refinancing selectively, releasing dormant capital, improving income efficiency, creating liquidity buffers and/or simplifying ownership structures. Those are often rational risk decisions, not aggressive ones.

Security is more than low LTV

A portfolio at 20% loan-to-value can still feel fragile if cashflow is weak, options are limited and too much depends on a few assets. Meanwhile, a thoughtfully structured portfolio with sensible leverage and stronger liquidity can feel far more resilient because security is broader than debt percentage.

A conversation worth having?

If you have spent years reducing debt, that may have been exactly the right move.

The next question is whether the current structure remains the right move now.

Sometimes the answer is yes.

Sometimes the bigger risk is no longer borrowing, but inertia.

These discussions are often most useful for established landlords with meaningful equity who want stronger resilience, greater flexibility and a portfolio that fits the next phase of life.

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Hidden leaks outside homes raise landlord costs

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Property118

Hidden leaks outside homes raise landlord costs

More than half of hidden leaks affecting residential property originate outside the building, leaving responsibility with the owner and landlords rather than the water supplier.

According to an analysis of 9,000 callouts by property maintenance firm Aspect, 58% of hidden leaks occur in underground mains supply pipes beyond the property’s structure.

The firm, which works across London and the South and East of England, found that most leaks are linked to internal plumbing or heating systems.

However, in practice, its analysis points to nearly six in 10 cases starting in pipework buried under gardens, driveways or boundary lines.

Landlord leak awareness

The firm’s leak detection manager, Neil Lampton, said: “Hidden leaks outside the home are often the hardest to identify, as they develop underground with no visible signs.

“They are often mistaken for internal plumbing or heating faults, which can delay diagnosis and increase costs.”

He added: “Greater awareness of external supply pipes as a key risk area can help landlords take a more targeted and cost-effective approach to maintenance, particularly as they are responsible for them, not the water provider.”

Leaks without warning

Aspect says the leak location matters since these pipes sit out of sight, so faults can continue without any visible warning.

Tenants may not realise anything is wrong while water escapes over time.

Responsibility for those external pipes usually sits with the property owner which means landlords face the cost of both investigation and repair.

Recent case data also highlights the scale of the problem with hidden leaks being found to waste about 56 litres of water per hour.

That adds up to more than 40,000 litres each month.

Cost of leak repairs

Also, the repair costs for a leak running for a month, range from £150 to £160, though more severe cases rise above £200 to £250.

Over a year, unresolved leaks can push bills towards £2,400 to £3,000.

Tenants in metered homes may see the first signs through higher charges.

Left unresolved, issues can develop into complaints, disputes and further maintenance demands.

To help, Aspect is advising landlords to watch for sudden changes in water use, pressure drops or unexpected bills flagged by tenants.

They are also being urged to act on supplier alerts, check external pipework, and arrange specialist leak detection where needed.

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Landlords increasingly prioritising simplicity over expansion

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Property118

Landlords increasingly prioritising simplicity over expansion

A more subtle shift is taking place within the UK private rented sector, one that is less about numbers and more about mindset. According to the Property118 Landlord Sentiment Survey Q1 2026, many landlords are no longer focused on growing their portfolios, but on simplifying them.

Based on 2,380 completed responses, just 6.8% of landlords plan to expand, while a much larger proportion are either reducing or holding their positions. You can review the full findings here.

The implication is clear: expansion is no longer the default objective.

From accumulation to clarity

For many landlords, the early stages of their property journey are defined by growth. Acquiring additional properties, increasing income and building equity are often the primary goals. Over time, as portfolios become larger and more complex, those priorities can begin to shift. The survey data reflects this transition.

Rather than continuing to accumulate assets, many landlords are now focusing on how their portfolios are structured, how they are financed and how they will function in the long term.

Complexity becomes the challenge

As portfolios grow, so does the level of complexity involved in managing them. Multiple properties bring multiple mortgages, tax considerations, regulatory requirements and administrative responsibilities. What once felt manageable can become increasingly fragmented over time. This complexity can influence decision making. For some landlords, reducing the number of properties is not about stepping away from the sector entirely, but about regaining control and simplifying their overall position.

A shift in priorities

The data suggests that landlords are placing greater emphasis on:

• certainty over growth
• clarity over expansion
• control over scale

This aligns with other findings from the Property118 dataset, including low levels of borrowing, high levels of equity and a demographic profile skewed towards more experienced landlords.

At a certain stage, the objective changes. It becomes less about how large the portfolio can grow, and more about how effectively it supports long-term goals.

Implications for future activity

A move towards simplification has implications for the wider market. If landlords are less focused on acquiring additional properties, transaction activity within the investment segment may decline. At the same time, selective selling may increase as portfolios are streamlined. This creates a different type of market dynamic, one driven by restructuring rather than expansion.

A more deliberate phase of ownership

The survey points towards a sector that is entering a more deliberate phase. Landlords are not necessarily disengaging, but they are becoming more selective in how they operate. Decisions are increasingly shaped by long-term planning rather than short-term opportunity.

For now, one conclusion stands out: many landlords are no longer asking how to grow their portfolios, but how to simplify and manage what they have already built.

A conversation worth having?

If you are weighing up your own strategy, whether that’s to sell, expand, or restructure to improve profitibility, it is worth having a discussion with a Property118 consultant to take a closer look at how your portfolio is structured as a whole now, and to forecast the outcomes based on multiple scenario’s.

These conversations are typically most useful for landlords with established portfolios and relatively modest borrowing who are beginning to reflect on how their assets could work more effectively in the years ahead.

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Buy to let lenders cut rates and raise loan limits

admin    Uncategorized     agents

Property118

Buy to let lenders cut rates and raise loan limits

Several buy to let lenders have reduced rates and increased loan sizes across a range of products, with changes covering standard lending as well as more specialist areas.

Landbay has cut rates by 0.20% on its selected Core two- and five-year fixed products up to 75% LTV.

The changes span 15 products, including both standard and AVM options.

Two-year fixes now start at 4.19% with a 5% fee or 5.69% with a 2% fee.

Five-year fixes begin at 4.94% with a 6% fee or 5.74% with a 2% fee.

Maximum loan size

Alongside this, maximum loan sizes on standard products have been increased to £1.5m, applying to individual borrowers as well as limited company structures such as SPVs and LLPs.

Landbay’s sales and distribution director, Rob Stanton, said: “By reducing rates across our Core range and increasing maximum loan sizes, we are giving advisers greater flexibility when structuring cases, particularly where larger loan amounts are required.

“This is especially important as we continue to see activity across both remortgage and purchase business.”

Foundation’s new HMO products

Foundation, meanwhile, has introduced new products for large HMOs and short-term lets, while also cutting rates across parts of its existing range.

The large HMO products include a two-year fix at 5.29% with a 3% fee and a five-year fix at 5.99% with a 4% fee.

Short-term let products start at 5.19% for two years and 5.89% for five years.

It has also reduced pricing on standard HMO and MUFB products.

The standard HMO two-year fix has been cut by 0.25% to 4.99%, with the five-year fix reduced by 0.10% to 5.69%.

MUFB fixes now stand at 5.09% for two years and 5.79% for five years.

Within its standard range for F1 borrowers, two-year fixes are now 4.89%, with five-year fixes at 5.59%.

The lender has also reintroduced a five-year fixed product for first-time buyers and first-time landlords, priced at 6.54% with a 1.5% fee.

Foundation’s director of sales, Grant Hendry, said: “Landlord borrowers continue to seek product options for these types of properties as they look for improved yield, so we’re pleased to be able to offer both two- and five-year fixed-rate options.”

Accord increases loan size

Elsewhere, Accord has increased its maximum loan size to £1.5m on buy to let products up to 75% LTV for borrowers with at least 12 months’ landlord experience.

Loans between 75.01% and 80% LTV now reach £750,000, up from £500,000.

First-time landlords can access borrowing up to £1m at up to 75% LTV, with existing affordability rules unchanged.

Angelika Christian, the strategic partnerships and propositions manager at Accord, said: “This change recognises the significant increase in property prices in recent years, offering greater flexibility and choice for brokers supporting landlords with larger portfolios or higher-value properties.”

TMW lowers BTL rates

The Mortgage Works has also reduced rates across selected buy to let and let to buy products by up to 0.20 percentage points.

Its two-year fixed remortgage rate is now 3.74% with a 3% fee at up to 65% LTV.

A five-year fixed remortgage product is priced at 4.37% with a 3% fee at up to 55% LTV.

Another five-year option, available up to 75% LTV, has been reduced to 4.99% with a £1,495 fee. Free valuation and legal work are included.

Keir Fraser, TMW’s lead manager, said: “We’re delighted to be able to make these rate cuts as we continue to put The Mortgage Works at the forefront of the buy to let market with competitive rates.”

If you would like to discuss quickly selling your rental property with experts, contact Landlord Sales Agency:

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