A neighbourhood cared for by the people who love it.
Neighbours setting the direction, professionals doing what they do best, and every decision guided by one question: is this good for Embassy Gardens in the long run?
Five principles. One standard.
We believe Embassy Gardens should be known not just for its gardens, pool and river views, but as one of the best-cared-for neighbourhoods in London.
Professional management
Neighbours overseeing experts, never replacing them.
Openness
Budgets, contracts, reserves, decisions, all shared with members.
Accountability
The people running the place answer to the people paying for it.
Neighbourliness
Residents and investors, balanced, never one group over another.
Long-term stewardship
One test for every decision: will Embassy Gardens be better for it in 10–20 years?
The aim
One of the best-cared-for neighbourhoods in London, and the reputation to match.
How Embassy Gardens would be managed.
Leaseholders do not take over day-to-day management. The concierge, engineers and gardeners carry on doing what they do best. Your RTM company simply gives their work direction, and keeps it accountable to the people who live here.
The proposed structure
RTM Companyleaseholder-owned
RTM Companyleaseholder-owned
RTM Companyleaseholder-owned
RTM Companyleaseholder-owned
Shared estateSky Pool, gyms, cinema, grounds — recharged
Each company forms as its building reaches the legal threshold, and the companies work in concert so the estate feels seamlessly managed. The shared estate stays BAML-managed, recharged to each building's company: more control, not full control. How the pieces fit →
It's our money. We should look after it properly.
Every year, leaseholders together fund everything that keeps Embassy Gardens running. Decisions about that money should involve the people who pay it, under rules we've written down before asking for your trust.
How we'll work together
A leadership team of neighbours, equal weight for residents and investors, decisions explained, and directors accountable under company law.
Looking after our service charges
Budgets shared openly, contracts tendered fairly, sensible reserves, independent advice on major decisions.
Managing agent
The best agent for our neighbourhood, chosen on evidence, retain, renegotiate or tender. Continuity first.
Six steps, taken together.
- 1
Neighbours join neighbours
Towards 50% plus one in every building.
- 2
Set up the RTM companies
Once a building reaches ~35% committed support, leadership identified, ways of working prepared.
- 3
Appoint the consultant
An independent RTM consultant, as momentum and funding build.
- 4
Serve notices
Building by building, as each reaches the legal threshold.
- 5
Transition
Smooth handover, no disruption.
- 6
Keep talking
Constructive freeholder discussions continue, shared estate, Option 4, enfranchisement.
What actually happens, and how long it takes.
So nobody is left wondering in month eight: this is the statutory road, with realistic timings. Slow is normal, the law builds in waiting periods deliberately.
Add your flat
Two minutes. Your building's count starts moving.
What this asks of you: two minutes to register your support, free and non-binding.
RTM company formed
Your building's company is incorporated, leadership identified, ways of working prepared.
What this asks of you: nothing new, just keep encouraging neighbours to add their flats.
Notice inviting participation
Every non-member leaseholder is formally invited to join, at least 14 days before the claim.
What this asks of you: if you haven't joined yet, this is the moment, respond to the invitation.
Claim notice to the freeholder
The formal claim under the 2002 Act. The freeholder has at least one month to respond.
What this asks of you: nothing, the RTM company and its solicitor act on your behalf.
Counter-notice window
If undisputed, the process runs on. A challenge goes to the First-tier Tribunal, which must grant the claim if the criteria are met, adding a few months, not stopping it.
What this asks of you: patience, the process runs on while any challenge is dealt with.
Acquisition date
Management formally transfers on a date at least three months after the claim is settled. Handover is prepared in advance, no service interruption.
What this asks of you: nothing, the handover is prepared well in advance.
Our neighbourhood, our say
The First 100 Days plan kicks in: stabilise, understand, then improve.
What this asks of you: have your say, as a member you help decide how your building is run.
Realistic end-to-end expectation for a building: 12 months or more from serious support-building to handover. Statutory minimum periods under the Commonhold and Leasehold Reform Act 2002; exact dates depend on each building's circumstances and any tribunal step.
How this could fail, and what we're doing about it.
RTM claims rarely fail because leaseholders lack a good reason. They fail on process: claims structured around the wrong building footprint, notices served on the wrong parties, defective claim notices, missed deadlines after a counter-notice, or a poorly planned handover.
That is exactly why our plan is building-by-building, as the law requires; why we're raising funds so each company has proper professional support before anything is served; and why no statutory notice will go out without solicitor sign-off. We'd rather move carefully and once than quickly and twice.
What every leaseholder can expect.
- Decisions made in the open, explained in plain English
- Independent professional advice before major choices
- Residents and investors treated with equal weight
- The long-term interests of leaseholders, always first
Success will be measured by…
…whether Embassy Gardens becomes a better-cared-for place to live and invest, not simply whether RTM is acquired.
Be part of the vision.
This is more than a legal process. It's neighbours agreeing to look after a place we all value, with professional standards, expert advice and each other.
About two minutes. Free. Non-binding. Counts your flat towards your building's threshold.