“Dripping water hollows the stone, not through force but through persistence.”
— Ovid
2025 was not a year of big, noisy gestures for ALLRES. It was a year of steady progress in the right places – operationally, technically, and culturally.
That persistence allowed us to more than triple the number of homes under management compared to where we closed 2024 – without diluting standards or losing control.
Our ambition remains unchanged: to be the best residential property manager in the UK, delivering the best possible leaseholder experience. The story of 2025 is how we quietly kept proving that ambition through action.
Q1: Competence Under Pressure
We began the year facing a situation that tests any managing agent’s credibility: the urgent need to replace an unreliable EWS1 with a robust FRAEWS for one of our clients.
Speed mattered.
Accuracy mattered more.
By moving decisively and engaging FR Consultants, we secured a thorough FRAEWS report without delaying sales within the block. Crucially, we didn’t stop there – we successfully negotiated with the original developer to cover the cost of the survey, protecting leaseholders from an expense they should never have borne.
This set the tone for the year.
Q2: Relentless Value for Money
In the second quarter, we embedded cost-reduction strategies across every development under management – not as a one-off exercise, but as a system.
By year-end, that persistence delivered nearly £170,000 in savings for leaseholders, equating to around 7.5% of aggregate service charge budgets.
Insurance was a major driver. Our close work with Bridge Insurance Brokers ensured cover that was both robust and genuinely good value.
Savings like these don’t come from cutting corners. They come from understanding risk properly, challenging lazy renewals, and staying on top of detail month after month.
Q3: Thinking in Lifecycles, Not Incidents
The third quarter was defined by long-term thinking.
Buildings age. Components fail. The difference between well-run communities and distressed ones is whether that reality is anticipated or ignored.
We progressed a range of lifecycle projects and technical investigations across the portfolio, working with specialists including Axter and Anstey Horne on roofing and balcony strategies.
Every building requires its own plan – shaped by its environment, construction, and history – but informed by lessons learned elsewhere. This is where the ALLRES difference comes to life: shared data compounding into better decisions.
Q4: Solving Tomorrow’s Problems Early
In the final quarter, we turned our attention to an issue many RTMs and RMCs are not yet prepared for: heat networks.
We structured a unique offer with FairHeat to optimise developments with communal heating. This is a growing regulatory and operational challenge – and one that many managing agents lack the technical competence or supply chain to handle effectively.
We are building a robust, repeatable solution now, before it becomes a crisis for leaseholders later.
The Threads That Bind It All Together
Across every quarter, a consistent set of foundations ran through the business:
- Building Safety competence – not as a standalone task, but as the backbone of everything we do
- Exemplary financial management – including taking one client from three years of unfinalised service charge accounts to fully completed accounts within a month of year-end
- People and platform development – investing continuously in talent and extending our proprietary software to support scale without losing transparency
- Clear, consistent communication – reflected in a 4.5 out of 5 leaseholder satisfaction score at one of our largest and most complex developments
Looking Ahead
Growth did not come from force.
It came from showing up, doing the hard work properly, and doing it again the next day.
That is how trust is built.
That is how stone is hollowed.
And that is how ALLRES will continue to grow – deliberately, persistently, and with leaseholders firmly at the centre.
