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Stock rationalisation: top tips
Insights and advice for securing and integrating portfolios
GROWTH
Glen Allum
Director, Campbell Tickell
Glen Allum
Director, Campbell Tickell
Issue 85 | September 2026
I recently had the pleasure of participating in Trowers and Hamlin’s annual stock rationalisation portfolio event. I was asked to offer my insights around portfolio assessment and integration as part of a panel alongside others who have acquired tenanted homes recently.
What I heard from colleagues tallied with my own experiences of supporting clients to secure and integrate portfolios. Here I share some of the key points from my session for any organisation thinking about disposing of, or acquiring, portfolios in the future.
01 Getting data right
Everyone shared the view that having the right data at the right time is very important. Pre-exchange, preparation is key. This is about making sure that data rooms are fully, and accurately, populated to make due diligence as easy as possible. Post-exchange, it’s about a clear understanding of the data required by the buyer to deliver a seamless handover and making sure that data is handed over in a timely manner. Early conversations on the latter, even prior to exchange, will make the process easier.
02 The right resources
Having sufficient resource with the right skills was also felt to be important. Once a deal has been struck, experienced project management resource is needed to collate/review data and be the link into subject matter experts in the wider business. Whether on the buy or sell side of a transaction, support from colleagues across organisations is also key. Making sure they are engaged and clear about what they need to do is an important early task in a transaction.
03 Building solid relationships
Building relationships with your counter party at an early stage can make a lot of difference. Don’t forget you’ll be working with the people around the table for the best part of a year. Developing good working relationships and demonstrating a commitment to clear communication with the other side will pay dividends throughout, especially when it comes to those tricky final commercial negotiations.
04 Construction and high-risk buildings
This proved to be a theme throughout the day, not just my panel session. With full strategic withdrawal from geographies driving a lot of market activity, inevitably, portfolios are increasingly including high-risk buildings. Whether these are fully remediated, have works under way or will need works in the future, a buyer will want additional reassurance and protections before taking them on. Don’t underestimate the amount of additional time and work (especially from legal advisers) that will be required to reach an acceptable position for all parties.
05 Getting it right for customers
We talked about making sure that transferring customers have a good experience. At the core of this was partnership working, with both parties working constructively to make the handover seamless, minimising inconvenience to customers wherever possible. Buyers also need to think carefully about welcoming new customers into their organisation in a positive way. There is only one opportunity to get a new relationship off on a good foot, after all. Simple things, like an initial in-person introduction through door knocking, can go a long way.
“With full strategic withdrawal from geographies driving a lot of market activity, inevitably, portfolios are increasingly including high-risk buildings.”
06 A good counter party
We were all asked what a good counter party in a transaction looks like. Again, there was a consensus with a good counter party needing to be:
- flexible and pragmatic throughout;
- committed and ensuring the transaction is a corporate priority;
- open, responsive and ensure partnership working;
- well prepared and ready to hit the ground running.
