Every decision is made with resident satisfaction in mind. A good example of this approach is our willingness to listen and adapt. If residents suggest something that would improve their experience, we genuinely consider it. Often, the most impactful decisions are the simplest because they demonstrate that residents are being heard. That can range from providing complimentary Pilates classes to purchasing a Nintendo Switch for the communal spaces, both of which are real examples! Being part of the wider The Shard Quarter ecosystem also gives us a unique advantage.
Through our exclusive Shard Card, residents enjoy benefits and discounts across a range of local businesses and experiences. This creates a connection not only with the building itself but also with the wider Shard ecosystem and surrounding community. In many ways, Shard Quarter reflects where the premium build-to-rent sector is heading. The best developments are no longer simply offering apartments; they offer lifestyle, convenience, community, and service. The physical product may attract attention, but the long-term success of any development will increasingly be defined by the quality of the resident’s experience.
How have tenant and buyer priorities shifted in Central London recently, and what impact has this had on sales and lettings strategies?
The slowdown in the sales market that has been discussed anecdotally for some time is now beginning to show in the data. Higher borrowing costs have pushed many buyers into a “wait and see” mindset, reducing transaction volumes across the market.
Throughout 2026, many buyers in the Prime Central London market expected a gradual move towards a base rate of 3% to 3.25%, allowing buyers to accept that ultra-low borrowing costs were gone and a new normal had emerged. Instead, inflation, geopolitical uncertainty and conflict in the Middle East have delayed that adjustment.
While I believe the long-term direction remains unchanged, the timeline has extended. The key issue facing vendors trying to sell, is often not the level of interest rates itself, but expectations. If buyers believe rates will fall further, they wait. If they believe rates will rise or have bottomed out, activity accelerates. This uncertainty continues to suppress transaction volumes and means the case for buying must be articulated more clearly by both sales agents and mortgage brokers.
Historically, the beneficiary of a weaker sales market has been the lettings sector. If people are not buying, they still need somewhere to live. What is notable this time, however, is that stronger tenant demand is being matched by increased supply. Accidental landlords unable to sell, combined with additional stock entering the market following the Renters’ Rights Act (RRA), have given tenants more choice. As a result, decision-making is taking longer despite healthy levels of demand.
The RRA has also altered the balance between renting and buying. One of the traditional advantages of homeownership was long-term security of tenure alongside equity growth. Today, tenants enjoy far greater certainty, particularly in purpose-built BTR developments such as Shard Place, where residents can remain for the long term. At the same time, younger renters increasingly value flexibility.
The ability to rent for shorter or longer periods and relocate more easily for work or lifestyle opportunities means renting is increasingly becoming a lifestyle choice rather than simply a necessity. Strategically, these trends are influencing both sales and lettings strategies.
For BTR developments such as Shard Place, we continue to focus on long-term planning, reflecting what appears to be a structural shift towards renting. Across Europe, rental occupancy levels are often higher than in the UK. In Germany, for example, around 53% of people choose to rent rather than buy. Compared with many European markets, the UK still has room for growth in the rental sector, driven by both affordability pressures and a growing desire for flexibility.
For estate agencies, this has reinforced the importance of recurring lettings income. 10 years ago, generating 50% of revenue from lettings was considered an ambitious target. Today, many high-street firms should arguably be aiming for closer to 70%, providing a more resilient and predictable income stream that helps protect the balance sheet. The same commercial pressures also help explain the growth of the residential broker model.
While commonplace in the mortgage sector, it remains relatively new in residential agency despite being the preferred operating model in many international markets. Rising operating costs, increased regulation and more than a decade of challenging sales conditions have encouraged agencies to reduce fixed overheads by moving towards self-employed structures. In return for a higher share of fees, brokers receive marketing support, infrastructure and a recognised platform from which to operate.
Agencies, meanwhile, seem willing to accept a smaller share of revenue in exchange for lower overhead risk. Whether this model proves sustainable over the long term, and whether the market can support a growing number of agents in each area, remains to be seen.
What opportunities do premium rental developments such as Shard Place present for estate agents and the wider residential sector, and how can agents help clients benefit from the changing rental market?
Developments such as Shard Place give agents confidence that they are introducing clients to a professionally managed, secure, and genuinely premium product. For agency partners, the opportunity extends beyond simply placing residents. We actively seek partners who can enhance the resident experience through innovative corporate and social events, strategic partnerships, or additional services that strengthen the overall proposition.
We are always open to exploring new ideas that enrich life at Shard Place, provided they deliver meaningful benefits to our residents. Whether it is a new food concept at Borough Market, an established restaurant partnership, a fitness offering, or a film screening, we aim to support the growth of our local community while creating additional value and opportunities for residents.
Drawing on your experience in the property sector, how do you see the market evolving as technology, regulation and client expectations continue to change?
Artificial intelligence (AI) is dramatically accelerating the pace of learning and information gathering across the industry. Consumers are becoming better informed, which means brokers, agents, and advisers must provide greater expertise and value than ever before. Those who embrace AI will have a significant advantage.
The technology itself is not necessarily the threat; failing to adapt probably is. Property search is also likely to evolve considerably, with AI-driven discovery and agentic technology increasingly influencing how consumers find and interact with property.
Traditional Rightmove-style filter searches are likely to give way to more holistic, language-based search experiences. We have already seen this shift with Google, where initial resistance to changing search behaviour ultimately led to a renewed focus on Gemini-powered search capabilities. At the same time, customer expectations continue to rise. Today’s renters expect convenience, responsiveness, and digital-first experiences.
The businesses that succeed will be those that adapt to these expectations while continuing to deliver outstanding human service. This creates an interesting paradox: success will depend on achieving the right balance between technology and people. Consumers value instant access and the ability to do things when and how they want, but they also continue to seek genuine, high-quality human service.
In a digital first world, it is remarkable how much value consumers place on those individual moments of outstanding customer service.
What advice would you offer to brokers and property professionals looking to progress in their careers or adapt to the fast-changing London market?
Choose your mentors carefully and align yourself with businesses where you can genuinely learn and develop. Think beyond your next move and focus on where you want to be in five or ten years. The right environment can have a greater impact on your career than almost any other factor.
Stay curious, embrace change, and commit to continuous learning. The industry is evolving rapidly, and the professionals who remain adaptable will be the ones who thrive.
Most importantly, don’t be afraid to ask questions. Curiosity is a strength, not a weakness.
Looking ahead, what are your predictions for the London residential market, particularly within prime developments and the luxury rental sector?
I expect sales activity to remain relatively subdued in the short term, with buyers remaining highly value conscious. However, I remain extremely positive about the wider London market and its evergreen credentials over the long term. I also believe there is a positive long-term outlook for rental housing and the build-to-rent sector.
London’s structural housing undersupply, combined with changing lifestyle preferences, continues to support strong rental demand. Increasingly, renters are prioritising flexibility, convenience and experience alongside location.
Within the luxury sector specifically, I believe the industry’s biggest differentiator will increasingly be service rather than specification. Luxury has become an overused term, but genuine luxury is ultimately about how people feel not just a price point. The developments that succeed over the next decade will be those that combine exceptional buildings with exceptional service.