The Importance of the First 3 Months of Management

County Hall Apartments is a prestigious property, bringing significant responsibility and high expectations from both the client and residents. Managing this development has represented an important step forward for our business, expanding our experience in overseeing large and complex developments. Reflecting on the process has reinforced several valuable lessons.

The Integration Period

With a start date of 1^st January, and a complex development to integrate into our systems, the two-month onboarding period needed to be carefully managed and highly efficient.

Our Head of Integrations, who has direct property management experience, played a key role in ensuring the handover supported the long-term management. Her lease review process, for example, allowed us to align management and financial structures with lease requirements from the outset.

A dedicated team was assembled across Integrations, Property Management, Finance, HR and Insurance, overseen by the Divisional Director responsible for the development. Given that the site had been managed by the previous agent for 20 years, there was a significant volume of information and documentation to review and transfer. To maintain continuity and efficiency, an Integrations Co-ordinator was assigned solely to County Hall, providing a single point of contact for both the client and outgoing agent. 

As with many complex handovers, there were challenges. The budget structure was complex and set-up differed from our internal systems and required careful review to find workable solutions without affecting wider operations. Weekly meetings with the outgoing agent helped maintain momentum and resolve issues quickly, with the client involved regularly to ensure expectations remained aligned. The set up of a new site can often be like a game of Tetris – trying to find the best way to line up and slot all the sections together. 

While some transitions can be difficult, the outgoing agent worked collaboratively with us throughout the process, which we greatly appreciated. Combined with the commitment of our teams and the support of the client, this ensured we were fully prepared to begin management on 1st January.

The Team

Assigning the right Property Manager is always crucial, particularly for a development of this scale and complexity. We were pleased to appoint someone who had previously worked for Warwick and returned after gaining further industry experience. They brought strong technical knowledge, excellent attention to detail and the ability to build positive relationships with residents and the Board of Directors.

From the outset, the development was supported by a full management structure including the Senior Property Manager, Assistant Property Manager, Regional Manager and Divisional Director, ensuring consistency and stability throughout the handover and beyond.

A key part of the transition involved the transfer of 21 on-site staff covering concierge, cleaning, maintenance, security and facilities management. Managing a TUPE process of this scale required significant coordination from our HR team, who met staff in person early in the process both collectively and individually to answer questions, build trust and provide reassurance during a period of uncertainty.

Clear communication proved essential. Staff received prompt responses to questions and regular updates about what would and would not change following the transfer. We also worked closely with individuals to complete any missing employment documentation and ensure all records were accurate from day one.

As expected, there were differences in working practices and terms of employment. We approached these carefully, respecting existing arrangements while gradually introducing Warwick Estates’ systems and standards.

Our First 3 Months

The assigned Property Manager and wider team became involved before the official start date, attending client meetings and regularly visiting the development to build familiarity with the development and its operations.

We were keen to be able to hit the ground running when we began our services in January, so senior members of our management team, including our Managing Director, met leaseholders to introduce ourselves, understand key concerns and explain our plans for the transition. This helped build confidence and allowed us to identify priority actions before formally taking over management.

Some of these priorities involved relatively straightforward but highly visible improvements, including repairing cracked paving, sealing gaps in paving and addressing defects that had contributed to leaks over several years.

These early actions formed the basis of an ongoing Action Log, reviewed regularly with the Board to ensure maintenance issues and improvement works continued to progress. Throughout this period, it was important to balance making a visible impact while remaining mindful of leaseholder funds and annual budgets. Several targeted improvements, including canopy and patio cleaning and repair works, delivered noticeable results with limited cost.

Communication with leaseholders and residents was another major focus during the first three months. We hosted two well-attended resident meetings, giving owners the opportunity to raise questions directly with the management team, while regular updates on major works and upcoming projects helped demonstrate a proactive approach.

Supporting the on-site team was equally important. Although the staff already provided a strong service, some had become disengaged under the previous management structure. Through regular meetings, increased on-site presence and ongoing support from both HR and the property management team, engagement and morale improved significantly, positively impacting both resident experience and day-to-day operations. A member of the team reported to one of the RMC Directors recently that “we are really happy with Warwick”.

Paul Nicholson, chair of one of the two management companies at County Hall Apartments said that “the new boards of directors felt that irrespective of performance, the contract for managing agent should be tendered periodically as part of good corporate governance. They spent six months reviewing, shortlisting and interviewing agents before deciding on Warwick Estates. Despite some trepidation about change, the experience has been very positive and welcomed by directors, lessees and staff alike."

What we learnt

Taking on the management of County Hall Apartments was more than simply a change of managing agent. It challenged us in the best possible way. From integrating complex financial structures and transferring a large on-site team, to establishing trust with residents and delivering visible improvements - every stage required commitment, flexibility and teamwork.

Most importantly, it reinforced our belief that property management is ultimately about people. Technical expertise, systems and processes are all essential, but they are only effective when combined with genuine care. Care for our clients and directors who place their trust in us, care for residents whose homes we help look after, and care for the on-site teams who deliver services every day.

By taking the time to listen, communicate openly and support people through change, we were able to build relationships that created confidence in the transition and laid the foundations for long-term success. The experience has strengthened our business, refined our approach and reinforced a lesson that applies to developments of every size: lasting success is built on the quality of the relationships and care behind the management.

This article was written by Warwick Estates Property Management Ltd.