Renters' Reform was brought in to give tenants more rights, but Alasdair argues it is changing how landlords behave and creating an opening for property entrepreneurs. In this episode he looks at the changes from both the tenant's and the landlord's side, then explains where he sees the opportunity.

• Tougher selection: Alasdair says landlords are more concerned about rent arrears and property damage, so applicants with credit blemishes or inconsistent income are less likely to be chosen.
• Who landlords are: He says the average landlord owns 2.5 properties, and that most are accidental or lifestyle landlords rather than large portfolio owners.
• Moving away from ASTs: He says some landlords are leaving the market, while others are switching to Airbnb, company lets or contractor arrangements, which he expects to reduce supply and push up rents.
• The opportunity: Landlords who don't want day-to-day tenancy risk may be open to rent-to-rent on a company agreement instead of an AST.
• How to win deals: Understand the policies and the problems landlords now face, and present your solution professionally.

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Alasdair answers three listener questions: what to do with £5-8k, how to work in property with CCJs on your record, and whether London is still worth it. He also shares the story of a client who lost money on a rent-to-rent deal after trying to go it alone.

• Education first: with £5-8k, Alasdair says to invest in learning and support before a deal, then start with a low money down strategy such as property sourcing, rent to rent or property management.
• Why the wrong deal costs you: his client's South London rent to rent had rent of nearly £3,500 a month and low occupancy, so she covered the shortfall for six months.
• Property with CCJs: options covered include bringing in a partner with a clean record (with legal advice), flipping, bridging finance through a good broker, joint ventures, sourcing and rent to rent.
• Rent to rent and credit checks: because these deals sit under a company agreement, you may be able to arrange something like six months up front.
• London: Alasdair thinks the best time to buy there has passed, but says rent to rent (mind the 90-day rule) and buy, refurbish, refinance still work, and an hour north has plenty of opportunity.

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Alasdair shares a call with a client who now makes £5-6k a month profit from her property business, works one day a week in her job, and feels lost without the structure her busy schedule gave her. He explains why this is normal and what he advised her to do about it.

• Going from being very busy to having lots of free time can feel like going backwards, even when the money is coming in.
• The fix is to replace the structure your job gave you with structure you create yourself, starting with clear personal and business goals.
• If working from home is a struggle, put tasks in your diary and work from a cafe or community workspace.
• Entrepreneurship can be lonely, so mentoring, networking groups and a circle of people in the same sector give you someone to turn to on low days.
• Alasdair recommends the Prince EA video Everybody Dies But Not Everybody Lives as a reminder that entrepreneurship is not winning all the time.

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Alasdair explains why he picked property over every other way of making money when he wanted to leave premises-based, 60 to 70 hour a week businesses. He walks through what he ruled out and why, and the webinar that showed him he could start without a large pot of capital. He also draws a clear line between being a property investor and a property entrepreneur.

• What he ruled out: e-commerce needs cash for stock and has thin margins, stocks and day trading need a sizeable cash pot, and restaurants or soft play centres bring high startup and monthly costs plus footfall worries.
• Why property: it is tangible, asset-backed, in constant demand, and has historically trended upwards apart from a few minor corrections.
• The student HMO lesson: he ran student HMOs in Wolverhampton, found the tenants did not look after the property despite his investment, and decided students were not for him.
• The belief that held him back: he thought you could not start a property business with £10k, and it delayed him by about a year until he saw a webinar on a US wholesaling strategy.
• Investor vs entrepreneur: he brought that strategy to the UK as property sourcing, closed 122 deals in his first year and banked over £400,000, and says entrepreneurs can get paid within 30 to 60 days.

Stay connected with Alasdair
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Alasdair started in property with around £10,000 and bills to pay, and built a sourcing business by viewing ten properties a day and emailing deals to a database. He explains why he would not do it that way now, and what he would do instead to reach £100,000 as fast as possible.

• Investor risk appetite is lower because of poor-quality property sourcers who simply pass on Rightmove links, so you have to demonstrate credibility.
• Bespoke sourcing: find the investor first, then find deals that match their criteria.
• Run marketing that sells one area as the best in the UK for one strategy, such as Newcastle for rent to rent, and bring investors in through a lead magnet or VSL-style landing page.
• On the call, serve first by asking questions and checking their criteria are viable, then sell your service with a small upfront fee so the investor has skin in the game.
• The steps: pick one area, pick one strategy, build your marketing around it, and put systems in place. Alasdair's maths is 10 to 20 deals at £5-10k each.

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When Alasdair started his bus and coach business with £483, he could barely afford diesel. His first big job came with a invoice he slashed by half out of fear. This episode is about what happened next, and why it changed how he prices his services.

• Imposter syndrome and that inner voice can hold you back from charging what you are worth.
• Alasdair cut an invoice from just over £2,000 to just over £1,000 because he was scared of upsetting a customer and losing future work.
• The customer said he expected the bill to be two or three times higher and told Alasdair to put his prices up.
• Going cheap on a first job did win more work, but the lesson on value stayed the same.
• Since that day, Alasdair has charged fair money and never diminished what he sells his services for.

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Alasdair Cunningham argues that anyone can learn to be an entrepreneur, even if they weren't born one, but it takes sacrifices most people won't make. He sets out what an employee is spared and what an entrepreneur has to carry, then explains why he chose property.

• It's a learnable skillset: Alasdair says he wasn't a natural entrepreneur and that the early mistakes are part of the journey.
• Employee versus entrepreneur: an employee has safety, a regular wage and can clock off. An entrepreneur is responsible for the brand, sales, marketing, payroll and keeping going when results aren't coming.
• Expect doubters: rejection, criticism and mockery online come with the territory, and people close to you may not back you.
• Why property: income is tied to results rather than hours. His example is a £5,000 fee for around 10 hours of work, about £500 an hour compared with £15.
• His route in: he started with property sourcing for investors, closed over 100 deals in his first year, then used that capital to build a seven-figure portfolio. Most of his clients start with around £10,000 to £15,000.

Stay connected with Alasdair
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In the first episode, Alasdair explains why he is launching a daily 10-minute show for property entrepreneurs, and shares how his first business, a bus and coach engineering firm, turned over around £500,000 a year yet left him with about £3,000 a month. It is an honest look at the gap between having your name above the door and owning a real business.

• Alasdair says he has monetised nearly 625 property deals, by buying, flipping, joint venturing or selling leads, and says he can back it up with bank statements.
• He left a trade as a bus and coach mechanic in 2004 to start his own business, but went in with no plan and no sales or marketing skills.
• He prioritised turnover over profit, with no systems or processes, and ended up with high expenses, poor cash flow and creeping debt.
• Around 75% of his income came from one customer, who brought the work in-house, which showed him he had built a job dependent on him rather than a business.
• He sold the assets and remaining customers to an employee, used the money to start his next venture, and urges listeners not to quit and get a job when things get hard.

Stay connected with Alasdair
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Instagram - https://www.instagram.com/alasdair_cunningham/
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Main website - https://alasdair-cunningham.com/
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