The day your RTM company acquires the right to manage is the day the real work begins. Winning the claim is an achievement — but what comes next, in the first weeks and months, will determine whether your building genuinely improves or whether you've simply swapped one set of problems for another.
Company housekeeping: your first duties as an RTM director
Your RTM company was formed to pursue the claim, but once management transfers, it becomes a live, regulated company with ongoing legal obligations. That means keeping Companies House filings up to date — confirmation statements, any changes to directors or the registered address, and annual accounts if required. These are not optional: filing late or not at all results in penalties and, eventually, compulsory strike-off.
Every director needs to understand their personal responsibilities under company law. You are not simply a volunteer neighbour any more — you owe duties to the company and, indirectly, to every leaseholder in the building, including those who did not join the RTM. Keep proper records from day one: minutes of meetings, decisions made, money received and spent. If something goes wrong later, clear records are your protection.
Insurance and the handover of contracts and accounts
Buildings insurance must transfer to your control on the acquisition date — there can be no gap. Before that date arrives, obtain quotes, compare cover, and make sure a policy is in place and active from the moment management transfers. The outgoing agent is obliged to hand over service charge accounts, funds held in trust, and copies of all existing contracts. Chase these actively: delays are common, and you need the money and the paperwork to run the building.
Check every contract the former agent held — cleaning, lifts, fire safety, grounds maintenance — and note the renewal dates. Some you will want to keep; others you will renegotiate. Do not let anything lapse quietly, particularly anything connected to fire safety or statutory compliance.
Procurement: how do you choose contractors?
Once you control the service charge budget, you control who does the work — and that is where many new RTM directors feel the pressure most. For routine maintenance, get at least three quotes for any significant spend and keep records of your decision. For larger works — a roof replacement, a lift refurbishment, exterior decoration — you will almost certainly trigger the Section 20 consultation process, which requires formal notices to every leaseholder before you commit to the contract.
Our Section 20 Consultation Guide for RTM Directors walks through exactly when and how that process applies. Getting it wrong can limit your ability to recover costs from leaseholders, so it is worth understanding before you commission anything significant.
Keeping all leaseholders informed — including those who didn't join
Every leaseholder in the building is affected by your decisions, whether they joined the RTM or not. Non-participating leaseholders still pay service charges, and they are still entitled to information about how their money is being spent. Good communication from the outset — a simple letter introducing the new directors, an explanation of what is changing and what is not, and a clear point of contact for questions — goes a long way towards building trust across the building.
Regular service charge summaries and updates on planned works keep everyone informed and reduce disputes. It is far easier to maintain goodwill than to recover it after a misunderstanding.
Should your RTM company self-manage or appoint an agent?
This is the question most new RTM directors wrestle with, and the honest answer is: it depends on the building and the people involved. Self-management can work well in smaller blocks where directors are confident, have time, and know the building's needs. But it demands genuine commitment — chasing maintenance, managing accounts, handling Section 20, staying on top of compliance deadlines, and responding to leaseholder queries.
Appointing a managing agent does not mean giving up control. As an RTM company, you choose the agent, you set the terms, and you can replace them if they underperform — something that was impossible under the freeholder's arrangement. A good agent handles the day-to-day burden while your directors focus on decisions and oversight. Our guide to appointing or replacing a managing agent after RTM explains what to look for and what questions to ask.
If you want to connect with vetted managing agents and other professional partners — solicitors, accountants, insurers — who understand the specific needs of RTM companies, our RTM Professional Services page is the place to start.
The full picture: managing your RTM company for the long term
The first few months set the tone for everything that follows. Directors who get the basics right early — records, insurance, communication, a clear procurement process — find ongoing management becomes manageable. Those who put things off find the problems compound.
For a comprehensive guide to everything that comes after the claim — from director duties and service charge accounting to compliance calendars and dealing with disputes — our page on managing your RTM company covers it in full. It is the reference to bookmark once the acquisition date is confirmed.
RightToManage.ai supports RTM company directors beyond the claim with deadline tracking, compliance reminders and practical guidance — so you stay in control of your building without it becoming a second job. If you are still in the claim process, or wondering whether your building qualifies, our RTM Eligibility Checker is the right place to begin.