By Charlotte Partridge, Managing Director of Partridge Homes
As we approach our twentieth anniversary in February, I find myself thinking as much about the next twenty years as the last. What will our clients need from us? How do we keep improving as our team grows? And how do we make sure the decisions we take today leave the business stronger tomorrow?
October has given me plenty to reflect on. Our sales team’s approach to pricing has stood out in the local comparisons we have reviewed. Our lettings team has had a very successful month, with a healthy year-to-date position. Meanwhile, the foundations for our January block management launch are becoming increasingly tangible.
We have welcomed Nikki back from maternity leave, watched Katie settle into her first full month and worked through a significant change to our business systems. Outside work, there have been school open days, GCSE conversations and the continuing experience of being both a managing director and a mum to someone on our team.
This is the first of my monthly journals: an opportunity to share what we are seeing in the property market, what is happening inside Partridge Homes and what running a business continues to teach me.
The Sales Market: Why Getting the Asking Price Right Matters
One of the most encouraging observations this month came from the local asking-price reduction comparison we reviewed. Within that comparison, Partridge Homes had the lowest proportion of reduced listings among the agents included. Some agents operating from outside Yardley and Sheldon had considerably higher proportions.
That matters, because the national picture is striking. September 2026 was the busiest month for asking price reductions in Rightmove’s records going back to September 2011, with just over 3,000 properties a day reduced across the month. More than four in ten homes currently listed for sale across England have already had their asking price cut — 165,647 properties, representing 41% of all homes on the market.
The cost of getting it wrong is not just financial. Rightmove data shows that properties requiring a price reduction typically spent 119 days on the market before selling. Homes priced correctly from the outset found buyers in just 39 days. The typical reduction averaged nearly seven per cent — roughly £21,000 stripped from the price of a typical home.
Locally, the picture is more encouraging. Property values in Sheldon have risen by 5.8% over the past twelve months, according to Zoopla, and the average property price across Yardley over the past year sits at around £237,978 based on Land Registry data. Improved public transport — particularly the Sprint bus network — along with proximity to Birmingham Airport and the NEC, continues to attract buyers and investors to the area.
What sellers should ask before choosing an estate agent
An asking price shapes the beginning of a sale. It influences which buyers see a property, how it compares with competing homes and whether early enquiries become viewings. A higher valuation can feel attractive when you are deciding which agent to instruct — but a valuation needs evidence behind it: comparable sales, current competition, the home’s condition and an honest read of the buyers likely to consider it.
A reduction can sometimes be the right call. Circumstances change, new competition arrives and buyer feedback can reveal something that was not apparent at launch. A low reduction rate alone does not tell you which agent achieves the best results.
But it is a useful reason to ask questions.
My first question would be: “What evidence supports your recommended asking price, and how will we review the response?” Ask about comparable sales as well as asking prices. Ask who will handle your viewings and negotiations. Ask how frequently you will receive meaningful feedback.
Local knowledge earns its value when an agent can explain their advice clearly and stand behind it when the conversation becomes difficult. I am proud of our team’s willingness to have those honest conversations from the outset.
Lettings: A Successful October, Built on Personal Service
October has been an extremely successful month for our lettings team, and our year-to-date performance is looking very healthy.
That reflects a market with genuine momentum. Average UK monthly private rent increased by 3.8% to £1,406 in the twelve months to September 2026, according to ONS provisional estimates. Tenant demand strengthened across England during Q3 2026, with 31.1% of rental listings marked as let agreed — up 1.4 percentage points on the previous quarter. Supply is improving gradually, with total available homes to rent 3% above last year and at their highest level for this time of year since 2021.
The Renters’ Rights Act has also changed the market in a practical way. From May 2026, renters have been banned from offering above the advertised rent. Around one in ten UK tenancies over the past five years were agreed above the asking price, and landlords are likely to respond by setting higher asking rents from the outset — something worth understanding if you are reviewing your rental strategy.
A rental instruction involves much more than finding someone who likes a property. There is pricing, presentation, enquiries, viewings, referencing, communication and preparation for the tenancy. Each stage needs someone to take responsibility.
One particular highlight this month was being contacted by Birmingham City captain Christoph Klarer and his wife, who needed help finding a new property. Our team was pleased to assist. Our sports and entertainment relocation work is a valued part of the business, and it reinforces something relevant to every move: people need an agent who listens carefully, understands their circumstances and follows through. Whether we are helping a relocating family, a professional footballer or a tenant moving locally, those fundamentals are the same.
For landlords thinking about what to look for in a managing agent: look closely at how the service works after the tenant has moved in. Who deals with maintenance? How will you receive updates? How are rental payments monitored? An agent should be able to explain their responsibilities, charges and approach to communication clearly. A successful tenancy depends on continued attention throughout the relationship.
Welcoming Nikki Back — and Seeing Katie Settle In
It has been lovely to welcome Nikki Jenkins back from maternity leave this month.
Nikki has been part of Partridge Homes since 2013, and having her experience and familiar presence back in the business means a great deal. Her role has evolved, with more focus on lettings and accounts, and she has returned during a particularly busy period of change. Her knowledge of our clients, our history and the standards we want to maintain has been invaluable.
October has also been Katie Fisher’s first full month with us, having joined in September, and she has settled in fantastically. Joining an established team means learning the systems, getting to know colleagues and understanding how the business works. Katie has embraced all of that, and it has been a pleasure to see her finding her feet and making her contribution. Seeing her appointment featured in the press this month has been lovely recognition of another important addition to our team.
A New CRM System — and the People Who Made It Possible
After almost twenty years, we have launched a new CRM system: the software that helps us manage our properties, client relationships and day-to-day work.
We had been disappointed by our previous provider and its replacement system. Moving was a significant decision, but we needed something that would support the service we want to deliver as the business grows. The new system is already receiving plenty of praise within the team.
Getting to this point has been stressful, and a great deal of work has happened behind the scenes.
Nici Hall deserves particular recognition. After joining us, she spent much of her first couple of months working through the demanding task of data input to prepare us for the move. It was a job that required patience, concentration and persistence. That work has allowed us to move forward, and I am very grateful for the effort she put into it. It is now especially rewarding to see Nici shine in the role she originally joined us to do, putting her experience to work for our clients and the wider team.
At the start of October, Sue, Nikki and I effectively locked ourselves away for a week to get to grips with the financial side of the system. The financial processes behind a lettings business need care and attention, so this was work we had to give our full focus.
It was a reminder that experience does not mean you stop being a beginner. Sometimes, after nearly twenty years in business, you still need to sit down with your colleagues, ask questions and learn something new. I am grateful to everyone who helped us reach this point.
Oaklands: Tweed, Shotguns and a Memorable Property Launch
Last week, we were selected to market Oaklands, a very unusual property in the Baddesley Clinton and Lapworth area.
Seeing the finished marketing video was fantastic: tweed, shotguns and a countryside atmosphere inspired by The Gentlemen. A property with that much character and potential deserves a thoughtful approach to presentation, and the team put real energy into creating something memorable and helping prospective buyers imagine the possibilities.
What pleased me was seeing the different skills within the business come together. Understanding a property, developing the idea and producing the finished marketing all require care and creativity. After a month involving plenty of systems, processes and financial detail, it was a reminder of the variety in our work.
Good luck to our sales team with Oaklands. I look forward to seeing the response.
Block Management: Responding to Demand With Proper Preparation
We are preparing to launch Partridge Block Management on 1 January 2027. Before launch, we have already secured two new clients representing approximately 200 units. That is an encouraging start and a significant responsibility.
The timing is well-considered. The UK property management services sector is projected to reach £38 billion in 2026, and the number of property management businesses has grown for five consecutive years. Three main drivers are behind that growth: time pressures on landlords, increasing regulatory requirements and the challenges of managing larger portfolios. The sector is not without its pressures — tighter regulation, more complex portfolios and rising client expectations are all making the work more demanding — but the demand for professional, transparent management is clear.
The demand to enter this sector has come from conversations with clients, freeholders and leaseholders who wanted us to offer this service. We have been asked before, but demand alone was never enough to make the decision. We wanted to bring the right person into the business to help us develop this side of our service, and we found someone with 21 years of experience.
That experience has given us the confidence to move forward. Block management affects people’s homes, communal spaces and money. Communication, maintenance planning and clear financial information matter enormously. Securing instructions is the beginning of that commitment, not the end of it.
In the Press — and Some Very Special Recognition
October has brought welcome press coverage for the business, including coverage of Katie joining our team and our preparations for the next stage of Partridge Homes.
We have also reached the finals in three award categories at the UK Small Business Awards, taking place in December in Birmingham. For a family business approaching its twentieth anniversary, that recognition reflects the efforts of many people over many years.
On a personal level, I also received the news that I had been nominated for a UK Woman in Property award and had reached the final for the second year running. Unfortunately, I cannot attend the event in London this year and have therefore had to withdraw from the finals. Being nominated is incredibly special. Reaching the final, for a second consecutive year, is still quite mind-blowing — and something I will remember with pride regardless.
I am proud of what being a woman leading a family business means, and I understand why visibility matters. I would like other women, particularly those combining work and family responsibilities, to see that leadership can take different forms. My approach is to be prepared, consistent and clear about our standards. That confidence has to be earned through how you lead.
Outside Work: School Open Days, GCSEs and Working With My Son
There is another side to the month that will be familiar to many parents.
Our youngest, Florence, has just turned four, and we are currently looking at schools. That means plenty of open days, questions and conversations about where she might feel happy and supported. Those decisions can occupy your mind long after an open day has finished.
Our middle son, Charlie, is in Year 10 and navigating the start of his GCSE courses. That brings different conversations: subjects, expectations, growing independence and how we can support him without adding unnecessary pressure.
Then there is Alfie, our eldest, who works with us. Working with your child can be a rewarding challenge. I get to see him develop, gain confidence and find his place in the business. Those moments are very special. It also requires us both to adjust. At work, I have responsibilities as his managing director. At home, I am his mum. Switching between those roles is not always straightforward, and we are learning how to manage that together.
Alongside leading a team of 17, home life is busy. There are competing priorities, difficult days and decisions that need more thought than the diary seems to allow. I share this because someone considering starting a business might look at an established company and assume its owners have everything neatly organised. There is a great deal of learning, adjusting and asking for help behind the scenes.
On Running a Business Alongside Family Life
This section of The Long View is for anyone navigating the combination of building a business and raising a family. These are questions I am often asked, and I will try to answer them honestly.
“I have children and want to start a business. Is it something I can realistically do?”
Yes — but your starting point needs to fit your circumstances. Having children does not remove your ability to build something worthwhile. It does mean considering your available time, household finances, childcare and support before making commitments. You do not have to begin with the version of the business you hope to have in ten years. Start by understanding what you can deliver well now, and build from there.
“How do I balance a business with family life?”
I do not think there is a permanent balance that you achieve once and then keep. There are periods when work needs more attention and periods when family needs more. Looking at schools for Florence is an example of something that deserves proper space in the diary. What helps is being realistic about commitments, communicating with the people around you and making arrangements before everything becomes urgent. You also need to recognise when the plan is asking too much of you.
“Do I have to risk everything to make a business successful?”
I would never suggest that risking everything is a requirement for success. Understand what you can afford to commit and what your household needs to remain secure. Look carefully at the costs, the likely time before income arrives and what happens if progress is slower than expected. Understanding the downside helps you make a clearer decision.
“What if I feel guilty when I am working — and guilty when I am at home?”
That is a feeling many parents will recognise. I try to look at whether I am meeting the responsibilities that matter over time. One difficult afternoon does not tell the whole story of your parenting or your leadership. Sometimes you need to change an arrangement. Sometimes you need help. Sometimes you need to accept that a busy week was simply a busy week.
“How do you work with family without bringing every disagreement home?”
It takes effort, and I would not pretend we get it right every time. Clear roles help. So does explaining expectations rather than assuming someone understands them because they know you well. With Alfie, I want to give him the support to learn while also being fair to the wider team. We also need space to be a family — that is something to keep working on, rather than a boundary you establish once and never revisit.
“What if I do not have a big support network?”
Then your plan needs to reflect the support you actually have. You may need a smaller initial commitment, more predictable working hours or a longer preparation period. Those are sensible choices. The pace needs to work for your household as well as your ambitions.
“Can being cautious hold a business back?”
It can, if caution becomes a reason never to decide. The answer is to do the preparation, understand the exposure and then make a decision. Block management is a good example. We could have entered the sector earlier, but we waited until we had the experience and foundations to support it. That preparation has helped us move forward with confidence.
“What would you tell someone who feels behind?”
Try to judge your progress against your own circumstances. You rarely see the full picture of somebody else’s business: the money behind it, the help they receive, the hours they work or the pressures they carry. A useful question is: what is the next manageable step that will make my position stronger?
The Long View: Building for the Next Twenty Years
I think as much about the future of this business as I do about its performance today.
When you employ 17 people, decisions affect households beyond your own. When clients trust you with their homes and investments, they need you to remain dependable. A business can look successful from the outside while operating under considerable pressure. Growth creates demands on cash, people and systems. Those demands deserve as much attention as the opportunities.
I want us to have enough capacity to deliver well, enough resilience to manage a quieter period and enough time to make considered decisions. There will always be another opportunity. We need to choose the ones that fit the business we want to build.
Consistency, in practice, looks like returning calls, keeping accurate records, following up, reviewing the figures, supporting staff when they need help and having a difficult conversation before a small problem becomes a larger one. Most of those things will never make an announcement. But clients experience them, and staff notice whether the standards we talk about are the standards we actually follow.
This month, consistency has also looked like Nici working through data, Sue and Nikki helping tackle a new financial system, Katie learning her role and our teams continuing to look after clients while change happens around them.
As we approach twenty years of Partridge Homes, I am proud of how far we have come. I am equally interested in what will help us remain useful, trusted and resilient over the next twenty.
“Some months, success is growing the business. Other months, it’s getting through a difficult week and knowing you were there for the people who needed you.”
— Charlotte Partridge
Looking Ahead to November
Our priorities are to maintain the momentum in sales and lettings, support our team, make the most of our new system and continue preparing for the block management launch. At home, the school search will continue, alongside GCSE conversations and everything else family life brings.
If you are starting a business, returning to work after having children or navigating the challenges of a family business, I would welcome your questions for a future edition of The Long View.
Charlotte Partridge is Managing Director of Partridge Homes, a family-run estate and lettings agency with offices in Birmingham and Solihull. She oversees a team of 17 and is helping develop Partridge Block Management ahead of its January 2027 launch. A mother of three, Charlotte writes The Long View to share her experiences of property, leadership and building a business for the future.
If you have a question about buying, selling, letting or block management in Birmingham or Solihull, get in touch with the Partridge Homes team — we are always happy to help.
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