From a young age, I’ve always been fascinated by property. I knew it was an area I wanted to make my mark in, though I never imagined I’d end up leading the team at TPBC.

When I was 11, I’d visit local estate agents and ask for brochures of all the beautiful houses that caught my eye. That’s where my passion for property started, and it eventually gew into a career almost by accident.

I began my working life in car sales at Ford Motor Group – a job I loved and excelled in. At one point, I was the second best salesperson in the country, which opened doors I hadn’t expected. I was approached with an offer to switch industries and step into the world of property.

Not long after making the move, I became a senior manager at a property company, where I met Karl McArdle, who’s now my business partner and co-CEO of The Property Buying Company. 

In 2012, Karl and I founded The Property Buying Company – and the rest, as they say, is history.

The property industry has changed dramatically since I first started. One of the biggest transformations has been the way technology has become integral to almost every aspect of the business.

Back in the late 2000s, property listings were still mostly in print, and while the internet was starting to take off as a marketing platform, it wasn’t yet the go-to option. Market analysis relied heavily on manual research and historical data, which made the process much slower and less precise.

Fast forward to today, and it’s a completely different landscape. Online portals like Rightmove and Zoopla have revolutionised how properties are marketed and found. We now have virtual tours, AI powered property search tools, fully online estate agents, and cash buyers. Even company websites can generate hundreds of enquiries daily.

On top of that, we have access to real time market data, predictive analytics, and machine learning tools that allow us to price properties accurately, assess risks, and make more informed investment decisions. It’s been incredible to watch the industry evolve and to be part of that journey.

I’m a big believer in balancing work and personal life, so I always make time for my family whenever I can. That said, the nature of the property industry means no two days are ever the same. One minute I might be in the office, and the next, I could be heading to London for a meeting with investors.

My day usually starts early with a long walk to clear my mind before diving into emails, catching up on the news, and making sure my family is ready and out the door for school.

Once I’m at work, my time is often spent in meetings with our managers, co-CEOs, and any investors who drop by the office. A big part of my role involves building and maintaining relationships across the industry, so I also dedicate time to attending industry events and networking opportunities. It’s a busy schedule, but it keeps things exciting!

Starting and leading a property cash buying company has been an incredibly rewarding journey, but it hasn’t been without its challenges.

One thing I wish I’d fully understood from the beginning is the importance of diversification – across property types, locations and investment strategies. While getting into the cash buying market early gave us a strong foundation, I’ve learned over time just how crucial it is to adapt and spread investments to navigate the inevitable ups and downs of the housing market.

Understanding the cyclical nature of the market and how different properties and areas perform during various phases is key. If I had this perspective earlier, we could have made some strategic decisions during economic downturns and capitalised even more during growth periods. It’s a lesson that’s shaped the way we operate today.

Staying ahead is all about continuous self development. As a company, we firmly believe that passion, innovation and ambition are driven by a commitment to never stop learning. It’s a mindset that we instill in our entire team and in every new talent we bring on board.

Our approach to running the business also takes a big part. We operate as a democracy, not a dictatorship, which means we actively encourage collaboration and creativity – two of our core values. By fostering an environment where ideas can flow freely, we make sure we’re always evolving and staying one step ahead.

I completely agree with Karl, there’s definitely room in the market for both estate agents and cash buyers to co-exit. However, cash buyers offer a level of speed and convenience that traditional estate agents simply can’t match.

As a leading cash buyer, we specialise in buying properties directly from sellers using our own purchasing facility. This allows us to bypass lengthy processes, avoid property chains, and significantly reduce the risk of sales falling through. Our focus is on acquiring properties either for direct purchase or through our property sourcing company, providing a seamless experience for sellers.

In contrast, a high street estate agent acts as a middleman between sellers and buyers, often dealing with long property chains. This involves mortgage applications on both sides, with sellers often waiting to secure their next home while buyers wait for mortgage approvals. The process is not only slower but also comes with a higher risk of sales collapsing due to financing issues.

By cutting out these complexities, cash buyers like us provide an efficient and stress free alternative for sellers looking for speed and certainty.

That’s an easy one — my proudest moment as CEO was how we navigated the challenges of the Covid pandemic and made sure that every single member of our team kept their job.

Back in February 2020,  when the severity of the crisis became clear, we, like many in the industry, faced a lot of uncertainty about whether we could maintain full operations. It was a tough time, but thanks to our incredible support staff and the collective effort for everyone in the company, we made some smart decisions that allowed us to keep moving forward.

Not only did we avoid losing any team members due to the pandemic, but we also started recruiting as the crisis pushed us to become an even stronger, more adaptable team. It’s a moment I’ll always look back on with pride.

I think I can speak for both myself and Karl when I say being featured on NASDAQ was an incredible experience. We thoroughly enjoyed the interview itself, as well as those early 6.am walks around Central Park – it was a fantastic opportunity to reflect and take it all in.

The whole experience reinforced our commitment to innovation and transparency, while also highlighting the importance of staying ahead in the ever evolving world of property investment.

We’re excited about the doors this exposure could open and remain fully dedicated to delivering value to our investors, house sellers, and customers across the UK.

The biggest issue facing the housing market right now is uncertainty – something that’s unavoidable but incredibly challenging.

While the ever changing nature of the market is part of its appeal, it also creates its own set of problems. Over the past year, rising interest rates have only added fuel to the fire, making it harder for people to feel confident about buying or selling.

This uncertainty has had a ripple effect. Many potential buyers are holding off, waiting for better rates, more affordable prices, or the right property to come along. Sellers, in turn, are finding it harder to move their properties quickly.

What’s really needed is a prolonged period of stability. That would give people the confidence to re-engage with the market. Unfortunately, we may have to wait a little longer for things to settle and for the market to reach its potential again.

One of the most exciting technological advancements making its way into the housing market is AI. Although still in the early stages, there’s a lot of buzz about AI being used to analyse data from multiple sources, enabling more accurate, data driven house valuations. This could revolutionise how homes are priced and marketed, making the process more efficient and reliable for both buyers and sellers.

Also, the rental market is likely to see some significant shifts. Recent increases in stamp duty on second homes, along with higher council tax rates in some areas, could put pressure on short term rental properties like Airbnbs. While this isn’t yet as extreme as what’s happened in New York, where Airbnb has been banned due to its impact on residents and housing availability, it’s worth keeping an eye on.

In the UK, there’s already movement in this direction, with London introducing stricter regulations on Airbnb properties. It’s too early to say how this will unfold, but it could signal broader changes in the way short term rentals are managed and regulated in the future.

Homeownership has long been a milestone, symbolising independence and stability for many. However, with rising house prices, increasing interest rates, and now the restrictions on the Rent to Buy scheme, it’s becoming an increasingly unattainable goal – especially for first time buyers.

If these conditions persist, we might see a cultural shift where homeownership is no longer viewed as the ultimate goal. Instead, renting, or even social housing could take on a more prominent role as a viable, even preferred alternative. 

Renting offers modern buyers greater flexibility, a quicker process and fewer obstacles compared to buying a home, allowing people the freedom to move more easily without the complexities of selling a property. While social housing allows them free accommodation – as long as Labour can live up to their house building promises!!

This potential shift towards a renters’ market could also drive innovation in alternative housing options, like build to rent developments, co-living spaces, and shared ownership schemes. These options might offer solutions tailored to a generation that values mobility, convenience, and affordabi;ity over traditional notions of homeownership. 

While the dream of owning a home won’t disappear entirely, its importance in defining success and stability may evolve significantly in the years ahead.