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

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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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Government urges landlords to act on Decent Homes Standard

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Property118

Government urges landlords to act on Decent Homes Standard

Landlords are being urged by the government to take action now to get their properties up to the upcoming Decent Homes Standard.

In a written question, Labour MP Sharon Hodgson acknowledged that bringing homes up to standard will take time, but confirmed the direction of travel is clear.

All private and social landlords will be expected to comply with the Decent Homes Standard by 2035.

Reduce illness linked to damp

In a written question, Green Party MP Carla Denyer asked: “Whether the Department of Health has had discussions with the Housing Secretary on the potential impact of the 2035 implementation date for the New Decent Homes Standard on incidence of illness caused by i) damp and mould and ii) other poor conditions in the private rented sector.”

In response, Ms Hodgson said the government has been working to tackle damp and mould in the private rented by introducing Awaab’s law, and landlords should start preparing now to meet the standard.

She said: “The Decent Homes Standard (DHS) is part of the package of government action and investment to support improvements in the quality of rented homes, including implementation of Awaab’s Law, the Renters’ Rights Act, and minimum energy efficiency standards. One aim of these measures is to reduce illness linked to damp, mould, and other housing hazards.

“The new Decent Homes Standard prioritises safety, decency, and warmth. The Department of Health and Social Care’s engagement has focused on the health-related aspects of the Decent Homes Standard.”

Take action now

She adds: “Decisions on the implementation timetable have been led by the Ministry of Housing, Communities and Local Government, and informed by consultation with the sector.

“The government expects landlords to begin taking action now to ensure their properties meet the Decent Homes Standard. We recognise, however, that it will take time to plan and deliver works sustainably.

“The Department of Health and Social Care will work with the Ministry of Housing, Communities and Local Government to produce guidance to support implementation of the Decent Homes Standard.”

The post Government urges landlords to act on Decent Homes Standard appeared first on Property118.

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Landlords shifting future purchases towards limited companies

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Property118

Landlords shifting future purchases towards limited companies

A clear shift in future buying behaviour is emerging across the UK private rented sector. According to the Property118 Landlord Sentiment Survey Q1 2026, while most landlords still hold property in their personal names, a growing majority would choose to purchase through a limited company if acquiring today.

Based on 2,380 completed responses, although 61% of landlords currently own personally, more than half indicate a preference for company ownership for any future acquisitions. You can review the full findings here.

The implication is clear: the direction of travel is corporate, even if the present reality is not.

A change driven by experience

This is not a trend driven by new entrants, but by experienced landlords reassessing their approach. Many respondents have built their portfolios over time under a different set of rules. As conditions have changed, so too has their view of how property should be held going forward.

The survey data reflects this shift in thinking. Rather than continuing with legacy structures, landlords are increasingly considering how future acquisitions can be structured more efficiently from the outset.

Why the structure matters

Ownership structure is not just a technical detail, it shapes how a portfolio functions. It influences financing options, tax treatment, profit extraction and long-term planning. As portfolios grow and mature, these factors become more significant.

The growing preference for company ownership suggests that landlords are placing greater emphasis on flexibility and control when making future decisions.

A gap between past and future

Despite this shift in preference, most existing portfolios remain in personal ownership. As highlighted in the Property118 dataset, this creates a disconnect between how landlords would choose to operate today and how they are currently structured. Bridging that gap is not always straightforward. Transferring existing properties into a company can involve tax considerations, financing changes and practical complexity, which means many landlords continue to operate within structures that no longer align with their preferred approach.

What this means for future supply

The shift towards company ownership is likely to influence how new rental stock enters the market. If fewer landlords are buying, and those who do are increasingly using corporate structures, the composition of the sector may gradually change over time. This is not an immediate transformation, but a directional one. Future supply may become more concentrated within corporate ownership, while existing personally held portfolios are gradually reduced or restructured.

A sector evolving in slow motion

The data points towards a sector that is evolving, but not uniformly. New decisions reflect current thinking, while existing portfolios reflect the past. The result is a market that operates across two parallel structures, one established and one emerging.

For now, one conclusion stands out: landlords may not be restructuring what they already own, but they are increasingly changing how they would invest going forward.

A quieter theme emerging from the latest landlord data is not about borrowing, but about what is not being done with existing equity. According to the Property118 Landlord Sentiment Survey Q1 2026, a large proportion of landlords now operate with low loan-to-value ratios or no borrowing at all, indicating substantial levels of equity sitting within portfolios.

Based on 2,380 completed responses, the majority of landlords report loan-to-value ratios below 50%, with many holding properties outright. You can explore the full dataset here.

The implication is clear: significant capital exists within the sector, but much of it is not actively deployed.

Equity without direction

For many landlords, equity has built up gradually over time through capital growth and mortgage repayment. This has created a position of financial strength, but not always a clear plan for what that capital is intended to achieve. In some cases, it simply remains within the properties themselves, without being actively utilised.

This is not necessarily a problem, but it does raise an important question:

If the equity is not being used to support growth, income or wider financial planning, what role is it serving?

From growth to preservation

The shift towards lower leverage suggests a broader change in mindset. Earlier stages of portfolio building often involve higher borrowing levels to accelerate growth. Over time, as portfolios mature, the focus tends to move towards consolidation and risk reduction.

The survey findings reflect this transition.

Many landlords are no longer looking to expand aggressively. Instead, they are holding substantial equity while reassessing their long-term objectives.

Opportunity or inefficiency?

Unused equity can be viewed in two ways. On one hand, it provides security. Lower borrowing reduces financial risk and creates resilience against market fluctuations. On the other, it may represent an opportunity cost.

Capital tied up in property is not easily accessible, and if it is not being actively deployed, it may not be contributing fully to income generation or broader financial planning.

This is where the distinction between holding assets and actively managing them becomes more relevant.

A factor in changing behaviour

The presence of significant equity also influences how landlords respond to current market conditions. As highlighted elsewhere in the Property118 dataset, many landlords are planning to reduce their portfolios or exit entirely. When equity levels are high, these decisions become easier to implement. Selling a property with low or no debt is a straightforward way to release capital, particularly if there is no immediate need to refinance or restructure, but is that the best option to choose?

A turning point in how portfolios are used

The data suggests that many landlords are approaching a turning point. Having built substantial equity over time, the focus is shifting from accumulation to utilisation. The question is no longer how to build the portfolio, but what to do with what has already been created.

For now, one conclusion stands out: a significant proportion of landlord wealth is tied up in property, but without a clear strategy, that equity risks remaining passive rather than productive.

Important context: Property118 is not currently recommending Section 162 incorporation for landlords with mortgages while legal uncertainty remains over the treatment of mortgage liabilities. Read our current position here: Why Property118 is not currently recommending s162 incorporation to landlords with mortgages

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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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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Rent rises affect one in three tenants since rental reforms

admin    Uncategorized     agents

Property118

Rent rises affect one in three tenants since rental reforms

Nearly a third of tenants in England have experienced rent rises since the Renters’ Rights Act received Royal Assent six months ago, according to a new report.

Data from SpareRoom shows that 30% of tenants who have stayed in the same rental property during that period have had their rent increased.

The findings come as the Renters’ Rights Act is due to come fully into force on 1 May, when Section 21 evictions will be abolished and fixed-term tenancies will end.

Being a landlord requires work

According to SpareRoom, 28% of tenants in London said their rent had increased since the Act received Royal Assent.

Of those who experienced a rise, 39% said it was due to increased costs for landlords, while 11% said it was because mortgage rates had gone up.

Matt Hutchinson, director of SpareRoom, said: “Given the rental market is supposed to be made fairer by these reforms, it isn’t fair tenants have been at the receiving end of all the upheaval since the 1 May hard deadline was announced.

“On the upside, what we may find is landlords who treat their rentals as a passive income may decide enough is enough, and that’s not necessarily a bad thing. Being a landlord requires work and good landlords know that.

“But there will also be good landlords who’ve decided compliance isn’t worth the hassle and it will be a great shame to lose them.”

Under the Renters’ Rights Act, landlords will only be able to raise rents once a year using a Section 13 notice.

Not all landlords will be prepared

The data also reveals that 11% of tenants in England have received an eviction notice or been evicted since the Act received Royal Assent, with the main reason for eviction (43%) being landlords selling the property.

Mr Hutchinson adds that, although evictions have remained relatively stable, there could still be a delayed impact.

He said: “It would be an exaggeration to say supply in the flatshare market has been immune to the Renters’ Rights Act, but it’s been surprisingly resilient when you consider the response from landlords, many of whom said they planned to quit the market or reduce their portfolios.

“There’s still the risk of a delayed reaction after 1 May. Not all landlords will be as prepared as they should be, and they may be a flight risk.

“However, there are some signs that flatshare supply may now be under threat. Although supply has grown for the past three consecutive years, supply growth in the year to January 2026 slowed considerably.

“The Renters’ Rights Act will give tenants much greater security. The end of Section 21 ‘no fault’ evictions and fixed-term tenancies, and stopping landlords asking for several months’ rent in advance are truly game changing for tenants. What it’s unlikely to do, in the short term at least, is significantly reduce rents, but it is a huge step forward in correcting the power imbalance.”

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Have any landlords here used part exchange or quick-sale property companies?

admin    Uncategorized     agents

Property118

Have any landlords here used part exchange or quick-sale property companies?

I am a long-time reader of Property118 and would be grateful for the views of others who may have direct experience of something I have been thinking about recently.

My perception is that many UK property developers seem to have tie-ups with companies that help facilitate part exchange deals. In other words, the developer promotes the service, but another business may actually handle the purchase or onward sale of the existing property. That may be a misunderstanding on my part, which is why I am asking.

It made me wonder whether similar companies might also be useful for landlords who want to sell residential property without going through the usual estate agency route.

When people talk about selling through an agent, the focus is often on achieving the highest possible price. That is understandable, but in the case of rental property, the true cost of selling might be more complicated. For example, if the property is tenanted, some buyers will only proceed with vacant possession. That can create a number of issues, such as:

• the cost and delay of obtaining vacant possession
• the risk of tenants stopping rent once notice has been served
• legal costs if matters become contested
• mortgage payments continuing during the process
• insurance and utilities still needing to be paid
• council tax, sometimes at higher rates once empty
• loss of rental income during any void period
• redecorating to make the property saleable
• replacing tired carpets or flooring
• updating kitchens or bathrooms to attract owner-occupier buyers
• gardening, clearance, and general presentation costs
• estate agency fees on completion
• months of uncertainty while waiting for a buyer
• chains collapsing or buyers renegotiating late in the day

By the time all of that is added together it’s a lot of hassle and what’s the true cost?

On this basis I can see why some landlords might accept a slightly lower price in exchange for:

• speed of sale
• certainty
• no chain
• fewer viewings
• less stress
• quicker access to capital
• avoiding months of holding costs

For landlords with one property, or larger portfolio owners looking to reduce holdings, that could potentially be attractive in the right circumstances. On the other hand, I appreciate there may be downsides such as lower offers, hidden costs, or deals being renegotiated later.

I would therefore be very interested to hear from readers who have used any of the following:

• developer part exchange schemes
• quick house sale companies
• property buying firms
• auction sales
• assisted sale services
• any other alternative route to sell rental property quickly

If you have used one, was your experience positive or negative?

Did they offer a fair price?

Did the transaction complete smoothly?

Would you use them again?

If you have never used one, would you consider it, or would you always choose the open market?

I suspect many landlords may face this sort of decision over the next few years, so real experiences could be helpful to others.

Many thanks in advance for any replies.

EDITORS NOTE

If you are a company providing these types of services we would very much like to hear from you. Please see our contact us page

If you are a Property118 reader and are weighing up your own strategy, whether that involves holding, restructuring, or reducing your portfolio, it is worth stepping back and reviewing how everything fits together.

Our consultancy does not start with a recommendation. It starts with understanding what you are trying to achieve, and whether your current structure supports that.

These conversations are typically most useful for landlords with established portfolios and relatively modest borrowing who are beginning to think about how their assets will serve them over the next phase.

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