Estate and letting agency owners are being advised to implement systematic processes to reduce their personal involvement in day-to-day operations, according to industry consultant Rachel Ollington.
Ollington, a former letting agency owner now working with the Estate Agency Consultancy, has identified a pattern among agency principals who remain central to all business decisions, from contractor approvals to landlord communications.
Operational dependencies
The consultant outlined several indicators that agency owners may be operating unsustainably, including inability to take leave without business disruption, managing multiple departmental functions simultaneously, and teams requiring owner approval for routine decisions.
“If your agency relies on you to function, that’s not a business. That’s a role with overheads,” Ollington stated, noting that owners often handle sales, operations, compliance, and finance functions concurrently.
Systematic approach
Ollington recommended implementing documented processes across key business areas including lead handling, property valuations, landlord onboarding, maintenance protocols, and communication schedules. She suggested establishing decision-making frameworks that enable staff to act independently within defined parameters.
The approach includes developing clear key performance indicators for team members, standardised client welcome materials, and automated compliance tracking systems to replace manual oversight methods.
Business structure
According to Ollington, agencies structured with systematic processes can operate with reduced owner involvement, characterised by documented procedures, trained staff with decision-making authority, recurring revenue streams, and standardised reporting mechanisms.
She cited her own agency exit as an example of implementing operational structures that enabled business continuity independent of the owner’s presence.
Industry implications
The advice comes as estate and letting agencies face pressure to scale operations whilst managing regulatory compliance requirements. The consultancy’s position suggests a shift in how smaller agencies approach business development, moving from owner-dependent models to systematised operations.
Ollington indicated that growth often increases operational burden on owners rather than reducing it when systematic processes are absent, potentially limiting business scalability and owner flexibility.
