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charge or landlord responsibility. Many of our leasehold blocks are up to 70% let, so the lettings
model is something we understand well. Fundamentally Ringley is a business built around risk, which
sees us well placed to build in tools to deal with the increasing legislative burden on both the service
charge and lettings worlds.

2.11 Bulk PRS schemes include: multiple family office portfolios predominantly in London ranging from
30-60 units per block. Here we provide a seemless service, lettings, lettings management, facilities
management and commercial service charge collection. See references in Appendix 1.

2.12 Large scale Build to Rent schemes include: mobilizing Long Harbour’s ‘One Eighty’ flagship building in
Stratford. We provided mobilization, consultancy and common parts design consultancy (foyer, site
staff, concierge and car park areas), built the Planet Rent App to manage sub-agents to get the
building let. We recruited site staff, managed tenant on-boarding, furnishings, inventories and
management. Our mobilisation, lease up and asset management input helped add value prior to the
onward sale of the asset to a pension fund. See reference in Appendix 1.

2.13 Developer & Housebuilder Clients: We provide service charge, facilities and property asset
management to private investors, mid-sized house builders, mid-sized family funds, regional house
builders and master plan developers. Master plan developers we act for include: Inland Homes where
typically sites range from 500 to 1,000 homes with different house builders taking different sectors.
Clients producing sites typically 300-500 homes include: Weston Homes, Mace Group and Hadley
Property Group; we have also been invited to tender for Berkeley Homes/St James. Our smaller house
builders typically produce 50-150 homes per site.

2.14 Build to Rent consultancy

Ringley has been consulting in the Build to Rent sector for some 5 years with major investors and
some 10 years with family developers previously. Our experience of assets in use is adding proven
value and shows Ringley’s ability to analyse the numbers, as well as the processes involved in
operating. Clients satisfaction with projects delivered is confirmed in the references in Appendix 1

Business case modelling: Ringley have developed and tested gross to net modeling and staff cost
models for a range of Clients, those seeking premium rents and those building Affordable rents.
Depending on the exit strategy in some cases this has included CAPEX amortization and building in
inflation.

Site acquisition: We have supported new entrants with early RIBA stage 1 design input as well as in
presenting comparables to help vet potential schemes for acquisition, and, been involved in re-
modelling leasehold schemes to become viable for Build to Rent.

Planning justification: we have drafted planning submissions to help Local Authorities understand
that schemes Built to Rent are a different animal from ‘general needs housing’ by design, by
demographic, by demand and in terms of integration into the community.

Operating business plans: for a Client pitching a ‘premium rent’ model we have used demographic
and disposable income modelling to predict demand for a range of facilities, thereby building an ‘add-
on income’ business plan. And, developed marketing tools necessary to deliver taster sessions,

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