Finally, property management that gives you clarity.
Estate and block management for London Directors who are tired of chasing, guessing and firefighting. We bring clarity to your finances, confidence to your compliance and genuine momentum to your building — so you can get back to enjoying where you live.
Tell us a little about your building and we’ll show you how Wilson Hawkins could help.
4.8/5
Happy Directors. Happy Residents.
Because great property management isn’t just about buildings — it’s about creating places that feel good to be home.
“The first managing agent who explained things without burying us in jargon.”
RMC Director North London
“They found savings quickly, but more importantly, we actually trust the plan.”
Freeholder West London
“Fast, practical and human. A strangely rare combination in property management.”
Resident Director Central London
Since 1970
We’ve been around the block since the ’70s.
98
Bespoke estates & blocks we manage. Big enough to manage, small enough to care.
Over 8 years
On average our clients stay with us for
ACCREDITATIONS
We’re built for Transparency & Trust
Services built around relief.
Every building is different, but every Director wants the same thing: clear communication, careful planning and confidence that everything is under control.
For private estates, period properties and unique developments that deserve thoughtful planning, visible care and management that protects their long-term value.
I believe one of the biggest mistakes other managing agents are making is a lack of communication. Directors and leaseholders feel very frustrated when for simple questions they may have and whether that is communicated via an email or telephone, they have to wait days or weeks to get a response. At Fulton Hawkins, we have specific pre agreed service level agreement with blocks we onboard. That means for emergencies, we’ll try to respond within one or two hours or maximum four hours. And for non emergency queries, typically it will be within twenty four hours. If we can’t resolve it immediately, we will provide a timeline or the constraints we have in order to address a specific issue. At Wilson Hawkins, we try to keep directors informed at all times in order to avoid them asking all the time for updates. The way we achieve that is by having a very clear action plan, usually once we set up the budget for the next year. What that means is, once we have a pre agreed action with a combination of all the financial information in the year and all the inspections we are in a position to address and tackle issues as they come and give all the financial information to directors immediately. If you become a client tomorrow and you choose Wilson Hogges to manage your building, I believe you’ll immediately feel what most of the clients feel from our service. That means we are a warm and friendly team and we genuinely love and care for what we do. We not only care to answer your question but we want to help you build a better living space for yourself and the other leaseholders.
CommunicationWith Wilson Hawkins you will always know what is happening.
One of the reasons why some directors think that nothing ever gets finished in their building is due to lack of communication and engagement on behalf of the managing agent. A number of times things will get delayed for one reason or another, and then they will slip through the cracks. Lack of systems in place to track those action is another reason which accentuates the problem. When the maintenance is not done on time, two things are going to happen. First, a small potentially issue at the beginning can become a much bigger issue, which means it may take more time and more costly to resolve. And second, quotes which were procured a few months ago, they’ll be out of date, which means new quotes will have to be procured, which may be more expensive. When contractors are not performing, we’ll typically be putting them on notice and we’ll be monitoring closely the next two to three jobs. What that means in practice is that we’ll be checking the performance for the next two jobs if there’s gonna be to the satisfaction of the directors or the satisfaction of ourselves. And if not, typically, we will be removing them from our contractor network and potentially they will not even get paid for the works they have done. Great property management on a day to day basis is based on three core principles. Number one is communication. The managing agent communicates frequently and regularly with the directors and they keep them informed about all issues. Second, transparency. From service charge collections to arrears to what costs have been incurred, the managing agent is keeping the director informed so as the directors can make informed decisions at all times. And lastly, it’s about monitoring compliance and all deadlines on time, whether that is EICR, asbestos, Legionella or FRA. Everything is done on time without delays.
DeliveryFrom Major Works and Section 20 to regular walk throughs.
I believe most service charge frustration from directors from lack of transparency. Typically, directors only by the year end they’ll find out whether there is a surplus or whether there is a deficit when it’s actually too late to respond or react to what is happening. It is very important for directors to be getting frequent financial reports, whether it’s quarterly or every six months, have access to bank statements and be able to authorise all costs above a certain pre agreed threshold. Directors should be quite involved in financial decisions because they are the one taking the decision. Our job is to provide them with all information they need and they need to have at hand in order to make the most informed decision given the circumstances. The way to do that is by us sharing regular financial information. They need to know at all times whether there is enough money in the bank or we need to collect more service charges or there are errors. When they have all that information, their job becomes much easier to make the right decisions. At Wilton Hawkins, from the beginning when we onboard a block, we agree with directors in order to share regular financial updates. Typically, will be quarterly. We share schedule of RAs, so they know at all times how many people they haven’t paid and what action we as the managing agent are taking, how much money is in the bank by sharing bank statements regularly, and also having a pre authorized approval when it comes to spend. That means whether it’s five hundred or seven hundred pounds whereby the costs above that level, we need to provide the directors with two quotes and they need to approve the spend. In order to avoid reacting all the time and have big financial outflows, it is very important to plan ahead. The way to do that is by building a solid sinking fund or reserve fund. At Wilson Hawkins, have developed a proprietary tool, a ten year planning tool, which allows us to plan and forecast all the asset registered needs, whether, for example, a water pump or mechanical and engineering parts will need replacement. We plan those accordingly in the ten year plan, and we factor that for all financial decisions. What that means is that we are collecting money from the leaseholders on a timely basis to avoid surprises in the future. That, in combination with very strict maintenance schedules and inspection schedules, allows us to be ahead of the plan.
FinanceUnderstand exactly where every penny in your CAPEX plan goes.
Compliance can feel very overwhelming for directors and leaseholders because in the last few years compliance has changed dramatically. However, it is worth noting that those changes are for better for both directors and leaseholders. The Grenfell Tower tragedy has accentuated compliance around fire and safety risks. But again, this is to prevent from something like that ever happening again. In order to make sure that nothing is missed from a compliance perspective, it is fundamental to have a very strict compliance framework. We need to be able to track across a number of compliance requirements when and how each of these reports has to be conduct. When it comes to legal responsibilities, directors should expect the managing agent to be on top of the lease. The lease is the bible in each building and all directors, leaseholders, and the managing agents, they have to comply by the lease covenants. On top of that, the company secretarial duties, what we call COSEQ, including confirmation statement and share changes when directors move, you have to comply with at all times. In order to balance compliance without bearing the directors to unnecessary paperwork, we as managing agents, we need to do significant groundwork and communicate regularly to directors what the compliance needs are, potential compliance risks and any recommendations through these reports. It is vital, it is vital to execute and implement those recommendations, especially those that are mandatory, in order to keep directors protected from any potential liabilities. In a number of occasions, we inherit buildings that have not been managed properly. The way we start tackling those type of buildings is by having a very strict statutory compliance framework as a first point because we want to reduce the legal liabilities for director. Then we focus on the building fabric. That means we assess all the current cost base. We check all the current contractor suppliers’ contracts that they have, whether it’s value for money and and the pricing. And then we move to financial controls. We make sure that our years are collected. All leaseholders understand their responsibilities in paying service charges. All contractors are paid on time and the budgeting is done properly. And then everything it sort of finishes off with the governance and communication. We need to be proactive and communicate regularly with all directors.
ComplianceYou and your building are protected.
So I believe when clients say they’re happy to talk to Wilson Hockeys, I think what they have in their mind is that we are always very responsive in emails and phone calls. Whether they call me on a Tuesday evening or Saturday or Sunday, I’ll be very happy to pick up the phone and try to resolve the issue either on the spot or on the next day. And I think that goes a long way to show to them that we genuinely care about what we do. I think what makes Wilson Hawkins different to other bigger managing agent is that we are big enough to be able to manage complex blocks because we have the ability and expertise to deliver on the expected service, but small enough to care and share that happiness that directors feel when they turn around their blocks and the satisfaction that they provide for a better living space to both themselves and the leaseholders. The team has stayed for a long time at the Wolsson Hockey with the average tenure being more than twelve years. The reason for that, I believe, is because we have built a culture on really loving what we do and caring for the buildings and the directors and lease holders that we are trying to help to create better living spaces. My background at and HSBC, which is a corporate setting, is quite different to working in a smaller outfit. What we take for granted in the corporate world is the fact that there is a process for every single small thing we do. When you work in a smaller outfit, you typically will be creating processes as you go along. This is one of the first things I implemented when I joined the team to create a process for every single thing we do. That is one of the reasons why we are quite fast in responding and dealing with queries from directors and leaseholders.
People & CultureWhy our early-and-often working culture keeps Wilson Hawkins staff for years.
Whether it’s replacing a light fitting or delivering a six-figure refurbishment, we apply the same disciplined project management to every task.
With a dedicated Property Manager, clear accountability and regular updates, you’ll always know what’s happening, and what’s happening next.
Every penny has a purpose.
Every penny has a purpose.
On average, we reduce service charges for 90% of our clients using our our propriety 10-year proactive CAPEX plans.
Our model benchmarks contracts, analyse’s major works and tracks every penny in real time, giving you total cash flow visibility and peace of mind.
In our Planned Preventative Maintenance (PPM) schedule we reduce financial “surprises” and slash reactive emergency repair bills by up to 40%.
Compliance
Protecting you comes first.
Compliance isn’t just about ticking boxes, it’s about protecting Directors, residents and your building.
We stay ahead of changing legislation, manage every statutory deadline and make sure important decisions, like insurance renewals and Section 20 consultations, are discussed with you well before action is needed.
Contractor Transparency
Trusted Contractors.
The right contractor isn’t always the cheapest or the biggest, it’s the one who consistently delivers.
We carefully review, select and benchmark every contractor for quality, value and reliability, ensuring your service charge works harder without compromising standards.
THE WILSON HAWKINS DIFFERENCE
Built differently for Directors
Most Managing Agents
The familiar version. Fine on paper. Exhausting in practice.
Reactive repairs
Issues are dealt with once residents have already noticed them.
Budget fog
Directors chase updates, reports and explanations after the money has moved.
Compliance panic
Deadlines appear, documents are chased and everyone hopes nothing has slipped.
Corporate hand-offs
Ticket queues, offshore junior teams and "we'll come back to you" energy.
Contractor comfort zones
Preferred suppliers rolled over without enough challenge on cost or quality.
Wilson Hawkins
A sharper operating model for London blocks and estates.
10-year proactive planning
We map maintenance, major works and cash flow before they become expensive surprises.
Pure money honesty
Contracts, arrears, sinking funds and service charges tracked with complete visibility.
Director-first compliance
We build a legal safety net around Directors, from RTM to statutory milestones.
London-based accountability
No switchboards, no black holes. A real team, in the office, getting the job done.
Contractor overhaul
Every supplier relationship is benchmarked, challenged and managed like the money is our own.
The result is simple: fewer surprises, better protection and a building that feels properly managed.
After more than a decade in Transaction Advisory at EY (Big Four), Andreas spent the next decade immersed in property development, management, sales and technology. Along the way, he saw an industry that too often accepted poor communication, reactive management and a lack of financial transparency as “just the way it is.”
He believed Directors deserved better.
Today, Andreas combines the strategic discipline of a Fellow Chartered Accountant (FCCA) and a Member of The Property Institute (MTPI) with a modern, hands-on approach to property management. The result is Wilson Hawkins: a business built on clear communication, long-term thinking and genuine accountability, helping Directors feel informed, protected and confident every step of the way.
You'll get to know us and we'll get to know your building. With an average team tenure of over 12 years, familiar faces are the norm at Wilson Hawkins. Because we're all office-based in London, our departments work as one team, making communication quicker, decisions easier and life simpler for our Directors.
Joining Wilson Hawkins in 2009 after a career in banking, Jackie has played a key role in transforming client relationships.
JackieHead of Block Management
A client accountant by trade who joined the team back in 2007! A live embodiment of "been there, done that" providing the much assurance around numbers and financials which is one of the most important aspects of block management.
KarenHead of Accounts
Project Manager by trade who joined the team in 2019. Responsible for delivering Section 20, major works and maintaining relationships with contractors to ensure all blocks are maintained to the standards residents require.
Nasos AssocRICSHead of Property Maintenance
LOCAL TEAM. REAL ACCOUNTABILITY.
Does your property manager actually live in London?
Ours do. From Harrow on the Hill to Chancery Lane, our team is 100% London-based, office-based and available.
100% London BasedOur team lives and works across the city.
100% Office BasedNo remote black holes or faceless queues.
Open doorPop in for a chat and a cuppa.
Direct accessSpeak to people who know your building.
Faster actionNearby, accountable and ready to move.
MOST PRESSING QUESTIONS
Before you decide
The frequency of visits depends on the size of the building and its specific needs. For example, quarterly or biannual visits may be enough for smaller blocks, whereas monthly visits may be appropriate for larger blocks with extensive needs. If the building has a concierge, the block manager will work alongside them to coordinate routine inspections and clarify what needs to be checked regularly (eg. smoke alarms, lightbulbs, plant rooms, safety equipment). In these cases, the dedicated property manager typically meets in person with the porter/concierge every two or three weeks to discuss outstanding matters, using the opportunity to carry out informal inspections. Formal inspections are provided in a written format, highlighting any issues that need to be addressed. Ultimately, regular inspections are a vital part of good management practice, as they identify issues early on and prevent costs from escalating before it is too late.
We don’t subject leaseholders or Directors to complex portals or login details to report maintenance issues. Instead, simply send us an email, and we will create a tracked ticket on our system, which Directors can view at any time via software access. We aim to respond to emergencies immediately or within an hour, while standard issues are acknowledged within 24 hours. Simple repairs are usually resolved within a day, though tasks requiring specialist contractors or parts procurement may take a few days. For urgent out-of-hours issues, leaseholders and Directors can call our dedicated landline for immediate assistance.
Major works typically fall under a Section 20 consultation, meaning at least three quotes are required from competent contractors. A detailed specification covering all required work is prepared so contractors quote using the exact same information for the same scope. Each contractor’s credentials including insurance and certifications are thoroughly checked before the quoting stage. We then work alongside Directors to review the quotes and decide which contractor to appoint. Once appointed, a formal written contract is put in place to ensure protection and monitoring for both parties.
When handling major works, we strictly abide by the terms of the lease at all times. The lease typically outlines when certain cyclical projects, such as internal or external redecorations, should take place. We discuss these with the Directors to make a collective decision on whether and when to proceed. Depending on the cost, a Section 20 consultation under the Landlord and Tenant Act 1985 may be required, initiating a formal statutory procedure to guide all leaseholders through specific legal steps and disclosures. Upon concluding the consultation, a contractor is appointed and full project details are issued to all leaseholders. Throughout the process, the scope of work follows clear specifications to ensure the completed project meets all expectations set upfront.
While specific emergency repairs vary depending on a building’s complexity, items like fire alarm failures, electrical issues, or burst pipes are generally classified as emergencies. We work with trusted contractors and specialist companies to provide full coverage outside office hours, including weekends and holidays. Subject to our agreements which include pre-authorised cost thresholds agreed with Directors in advance these contractors may resolve the issue on the spot, assign it to another approved contractor, or offer guidance until the situation can be fully handled the next working day. Our priority is establishing safety first, followed closely by controlling any costs incurred.
The Landlord and Tenant Act 1985 outlines clear provisions regarding the financial transparency to which leaseholders are entitled. We frequently share financial information with Directors based on pre-agreed schedules (eg. monthly, quarterly, biannually, or ad hoc), while also providing information to leaseholders upon request. At year-end, we prepare the annual service charge accounts and forward them to an independent accountant to produce formal financial statements, which are then shared with all Directors and leaseholders. Supporting invoices are also made available for inspection if requested. Ultimately, providing open access to financial data is best practice for building trust and preventing unnecessary disputes.
A service charge budget outlines the expected costs of running a building on a day-to-day basis over a set period, typically a year. We prepare draft budgets using a combination of historical records, current contractual obligations, and anticipated future expenses (eg. general repairs, compliance, utilities). The Freeholder or Directors then review the budget, propose any adjustments, and approve the final version, which is shared with all leaseholders before the new accounting period begins. Ultimately, the goal of this process is to collect the correct amount of funds to meet all operational obligations without creating a deficit.
We follow a structured protocol for collecting overdue service charge payments, as timely collection is essential to maintaining the cash flow required for ongoing building costs. If payments are delayed, we issue reminders and statements in line with our arrears policy. Should funds remain outstanding, escalation steps include issuing a final demand, referring the case to a solicitor, or, in more severe instances, applying to the First-tier Tribunal or contacting the mortgage lender. All debt recovery is conducted in strict compliance with the lease, the Landlord and Tenant Act 1985, and relevant legislation. Prompt payment is crucial, and we always aim to communicate early with leaseholders to prevent issues from escalating
The lease will stipulate whether a reserve fund is permitted. While most leases allow for one, some do not contain these provisions. Maintaining a reserve fund helps smooth out leaseholders’ total service charge contributions over time by collecting a fixed annual amount toward future capital expenditure (eg. roof replacements, lift modernisations, or major mechanical and electrical upgrades). A building’s complexity dictates how detailed its capital expenditure report needs to be. Depending on the block, we may prepare this report in-house or engage a building surveyor. For more complex properties, input from multiple specialist consultants may be required, with our team coordinating the process to collate everything into a 5 or 10-year forecast plan. Reserve funds are held in a dedicated client account separate from day-to-day spending, and using them to cover routine operational costs is generally not permitted without Board approval.
Directors of RMCs and RTM companies can be held personally liable if they neglect their statutory duties or act in a negligent manner. To protect against these risks Directors will maintain a Directors and Officers (D&O) insurance renewed annually and paid through service charge. However, the D&O does not cover deliberate misconduct or criminal acts.
The lease specifies in detail which parts of the building are communal and shared, and which fall within the demise of an individual flat. It also outlines how costs for shared spaces are apportioned and what maintenance works are required. The Freeholder, RMC, or RTM is responsible for maintaining the building’s structure, roof, and all communal areas, whereas leaseholders are responsible for the interior of their flats. We review leases in detail during onboarding to maintain a strong understanding of each property and provide clarity if disputes arise. If a dispute is particularly complex, we advise Directors to seek formal legal counsel, as we are not legal professionals despite our familiarity with reading and interpreting leases.
We maintain a central compliance register where all safety documentation and review dates are kept and actively monitored. Depending on the complexity of the building, this register includes Fire Risk Assessments (FRAs), asbestos, electrical, gas, lift, water safety, and other required reports. All documents are stored digitally for easy access by Directors, ensuring full compliance at all times while helping to minimise Director liability.
The easiest way to contact us, whether you are a Director or a leaseholder, is to call, email, or visit our office for an in-person meeting. We provide regular updates across a range of topics, keeping leaseholders informed regarding maintenance schedules, safety checks, and major works. For Directors, we hold structured, frequent status meetings either in person or via video call while an Annual General Meeting (AGM) gives all leaseholders the opportunity to ask questions and stay informed about what is happening in their building.
Response times typically depend on the nature of the issue raised. Urgent matters (eg. leaks) are handled immediately or within an hour, whereas less urgent issues are acknowledged within one working day and addressed based on their severity typically within one or two working days, or longer if specialist parts are required. Until each matter is fully resolved, we keep both Directors and leaseholders regularly updated.
Property specialists since 1970, 100% London-based and office-based, with an average team tenure of over 12 years.
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