BPM is an independent, senior-led property management company based in Mayfair. We manage residential, mixed-use and complex developments across the capital, with a focus on clear communication, strong day-to-day oversight and management that feels accountable rather than distant. We are deliberately structured so that senior leaders stay involved in the buildings they manage, rather than operating through layers of management and call centres.

Changes in managing agent happen as part of the normal appointment process, and our role is to make that transition as smooth and well-managed as possible. For residents, the priority is not the change itself, but how that change is handled. Our approach is to protect continuity of service, communicate clearly from the outset, and make sure the building remains steady and well run throughout the handover.

The handover is managed in phases so that nothing important is left to chance. Before the handover date, we begin gathering key building, contract and stakeholder information so systems and reporting can be set up properly. From day one, we take over live management and operational control. The first few months then focus on full financial and information reconciliation, making sure the financial position is accurate, clear and properly understood. Throughout that process, residents would receive regular onboarding updates so that the transition does not feel vague or hidden.

Yes. Clear communication is a big part of how we work. Residents would receive structured updates during the handover, and communication would continue through the BPM App, resident portal, monthly resident surgeries, resident surveys and regular updates. The aim is to make it easy to raise matters, easy to follow what is happening, and much easier to feel that the estate is being actively managed rather than managed from a distance.

Repairs can be reported through the BPM App and resident portal, or directly to the management team where needed. The system is designed to make reporting straightforward, so residents are not stuck chasing across multiple channels. Once a repair is logged, it is reviewed, assigned and managed through a structured system so there is a transparent record from the start.

Yes. One of the advantages of the platform is that repairs are logged, allocated and tracked through to completion. That means there is visibility over progress, responsibility and follow-up, rather than matters disappearing into email chains. Works are also checked before payment is approved, which helps ensure that repairs are not just instructed, but properly seen through.

Out of hours emergencies are handled through BPM’s specialist emergency response provider, Adiuvo, which is linked directly to BPM’s management platform. That means the out-of-hours team can access live building information, contractor details and site instructions when a genuine communal emergency happens. A BPM property manager also remains on call for oversight and escalation support, and all incidents are logged so there is proper follow-up the next working day.

We are office-based in Mayfair, not run through a national call centre model. A big part of BPM’s approach is that management should feel close to the estate, not remote from it. The team is intended to be accessible, operationally involved and familiar with the buildings under management, rather than relying on generic contact centres and rotating staff.

Residents would be dealing with a named team, not an anonymous inbox. Christopher Wade is BPM’s Director, Mihai Lamba leads Estate Management, Loyda Winning heads Operations, and the wider estate and operations teams support ongoing delivery. BPM’s structure is designed so that senior leadership remains active and involved, with clear accountability rather than layers of management between residents and decision-makers.

BPM’s approach combines digital reporting with physical presence. Weekly site visits during mobilisation would then move to bi-monthly resident surgeries held as standard thereafter, and site inspections and operational oversight form part of the wider management structure. The aim is for the estate to feel visibly managed, with regular engagement, structured reviews and ongoing attention to standards across the building.

No. Service charge decisions should be based on evidence, not guesswork. BPM’s approach is to review the estate carefully during mobilisation, understand the real operational demands of the development, and build budgets around verified costs, maintenance needs and long-term planning. That means any future budgeting should be transparent, properly explained and grounded in the actual needs of the estate, rather than inherited assumptions or vague allowances.

Yes. Financial reporting is intended to provide far greater visibility than residents and RMC members may be used to. BPM uses a live accounting platform (XERO) to support clear oversight of income, expenditure, reserves, and one of the key aims is to remove the lag and opacity that often comes with more traditional reporting. In practice, that means a much clearer view of the estate’s financial position as it stands, rather than waiting for information to trickle through long after the event.

Yes. BPM manages larger and more complex estates, including developments with layered legal structures, mixed-use elements and demanding compliance obligations. The tender materials reference Langley Square, a 740-unit mixed-use estate, and Boardwalk Place as a comparable example of BPM’s experience. Christopher Wade’s own background also includes years managing Berkeley developments, which is important here because New River Village is not just any residential estate, but one with a very particular standard and identity.

Absolutely. We are visible and approachable. This should feel like a management team that knows the estate top to bottom.