Winning with Integrity – Sailing to the Olympics

At the beginning of March, Megan Brickwood, who is part of the British Sailing Team duo Meg n’ Steph (Team Integra) along with Steph Orton, held a talk with the Waypoint team about their experiences and challenges in their campaign to take home a gold medal in the upcoming 2024 Olympic games in Marseilles.

The duo has a strong belief in winning with integrity, relying on their skills of strength and mental resilience to win in such a competitive and elite sport.
They sail on a 49erFX, known as the Formula 1 boat of sailing- a highly esteemed vessel which needs no alterations, just the ability and synergy of its sailors.

A winner of the Women’s World Championships in Argentina at the age of 15, Megan is no stranger to fierce competition and rigorous training regimes. Often being out on the water for hours at a time, in sessions that would last weeks with very few days of rest in between. Megan explains this as their way of helping the pair to become more accustomed with the long hours on the water during competitions.

“Part of the journey was growing up and exploring all aspects of sailing”, Megan touches on the psychological strength and firm resolve that is required for competitive sailors; identifying herself as the more assertive and quicker to make decisions, whilst Steph will allow herself more time to think, assessing the blend of their natural abilities as the perfect recipe for success!

Waypoint is proud to support Meg n’ Steph in their efforts, among other companies, including Hampshire-based Marine Results and Osmotech, both leading yacht and rig servicing, refurbishment companies with many years of experience in the marine industry.

We wish Meg n’ Steph the absolute best of luck on their journey towards achieving their dream!

Seddon Waypoint launches a joint venture partnership

Seddon and Waypoint have joined forces to create a joint venture partnership, Seddon Waypoint.

The new business will combine construction and delivery expertise with institutional-grade asset management and advice within the residential property sector in the UK, and will focus on energy transition.

Peter Jackson, managing director of Seddon, said: “The joint venture partnership brings together two established and successful companies with new ideas and a new approach to dealing with the issues and challenges faced by investors, property owners,  and occupiers.”

Waypoint’s joint managing director, Mike Riley, added: “The UK’s target of reaching Net Zero, combined with the spiralling costs of living and the current energy crisis, means that it is essential that the property sector as a whole address the question of energy efficiency. Making new buildings energy-efficient is not enough, and it is vital that the thorny issue of retrofitting existing property assets is also tackled. Seddon Waypoint brings together the combined experience of two market leaders, with fresh ideas on dealing with these challenges.”

Between them, Seddon and Waypoint have a combined turnover of over £164 million, and a balance sheet of over £40 million. The two companies have over 500 staff and manage over £1.2 billion of capital across six investment funds.

With an extensive experience in planning, design and construction delivery, Seddon Waypoint will focus on assisting clients to transition towards low-carbon and renewable sources of energy in both, the residential and commercial sectors. The joint venture partnership will also advise on the environmental and investment benefits of building improvements and renewable technology solutions.

Seddon Waypoint will also provide clients and partners with strategic advice regarding property development and investment.

Working in conjunction with Waypoint’s debt advisory team, the joint venture partnership will work with clients to provide solutions to residential construction projects facing financial difficulties.

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Q2 Corporate Social Responsibility Initiatives

The second quarter has been a busy one for the team at Waypoint who have dedicated their efforts to the company’s Corporate Social Responsibility initiatives.  

The team had opportunity to participate in a number of volunteering schemes:

Strong Women Trek

Agie Murach-Stepnowska, Melanie Fern and Tatiana Babul represented the ladies at Waypoint by joining over 400 empowered women to take part in the 22k Strong Women Trek in Epping Forest.
Organised by The Stylist Group the inaugural 22K Strong Women Trek sponsored by Yakult Europe B.V. raised money for their charity partner CARE International UK.
CARE International UK is one of the world’s leading global aid organisations, supporting over a thousand community-based development and humanitarian aid projects around the world including assistance for the crisis of displaced women and children of Ukraine.
The funds raised by the team at Waypoint were donated in aid of the women and children fleeing the war in Ukraine.

“It was a day well spent out in the open air with likeminded women walking together in the sunshine for less fortunate women fleeing the war in Ukraine. Although my legs were aching, I felt happy that I reached the finish line with Mel and Tatiana by my side…the strong women of Waypoint!” Agie Murach-Stepnowska – Operations Manager.

Be Enriched

The hottest day of the year in June saw the group’s Patrick Smith, Hayley Bondi, Chris Wilton, Jonny Waller, and Melanie Fern take part in Be Enriched’s Community Kitchen scheme in Tooting.
Be Enriched is a food charity based in South London which seeks to eliminate food waste and serves the community members of Tooting with three-course nutritious meals supplied by the food surplus.

“We have endeavoured to build our business on a foundation of integrity and ethical conduct. Our company’s culture believes we have a responsibility towards the communities in which we operate, and towards the health and sustainability of the planet we all share. We are pleased to see members of the team participate in charitable efforts and share our values at Waypoint” Nick Gregory – Head of ESG

Waypoint appoints Hayley Bondi as an asset manager

Waypoint Asset Management has expanded its team with the appointment of Hayley Bondi, MRICS, as an asset manager.

With several years’ experience of investment valuation, Hayley has been joined at Waypoint by Steven Kidd, who was recently appointed by the firm as an asset management director, to focus on its shopping centre and retail property portfolio.

Having previously worked for Knight Frank as a senior surveyor, Hayley was appointed by Waypoint during lockdown while staying with her family in Zimbabwe. The Covid-19 restrictions enforced by the UK on travel from ‘Red List’ countries has meant that Hayley has been working remotely since her appointment.

“Hayley has taken remote working to a new level!” said Mike Riley of Waypoint Asset Management. “With a diverse portfolio of assets around the country, even before the pandemic we were used to having our team working remotely. However, having Hayley stranded over 5,000 miles away has taught us a great deal about the need for robust technology and the ways in which we mentor and support our staff. Flexibility and an ability to respond to unexpected challenges like power-cuts and internet outages have been key,” he added.

Hayley Bondi said: “Joining Waypoint provided a great opportunity, and while I knew that moving to the client side from an advisory role would be very different, the situation caused by the pandemic has made it even more challenging.”

Steven Kidd of Waypoint Asset Management added: “Hayley’s experience and enthusiasm will be of great value to the business, our partners and clients. Her ability to get the job done under the difficult circumstances she has found herself in since her appointment has demonstrated great tenacity and determination.”

Hayley studied Property Investment and Management at the University of the West of England and previously worked for Knight Frank and BNP Paribas Real Estate in London.

Steve Kidd Joining Waypoint Asset Management team

Waypoint Asset Management boosts its shopping centre and retail asset management team with the appointment of industry expert, Steven Kidd.

Having studied at the University of Westminster, Steven’s career in property started in the mid-1970s, and, over the years, he has worked for a variety of high-profile businesses including P&O properties, Jones Lang Wootton, Donaldsons, and Deloittes. In 1994, Steven founded Mayfield Asset Management and oversaw the firm’s expansion across Europe.

“As the economy emerges from the ravages of the pandemic, there will be a period of readjustment for many asset classes, as the way in which we use real estate. The impact of the pandemic will be felt for many years upon many sectors of the economy, exacerbating the changes to the retail sector that the market had already been experiencing before Covid- 19,” says Steven, adding:

“Post-pandemic, there will be many opportunities for proactive management of assets to which the dynamic, entrepreneurial approach of Waypoint Asset Management is well-suited. I am very excited about the opportunities that working with the experienced team and the firm’s clients will present.”

Waypoint’s Joint Managing Director, Mike Riley, comments: “Steven has many decades of experience within the asset management, at an international level, and his exceptional market knowledge and network of contacts within the industry will bring great benefits to our expanding business at this time.”

Waypoint appoints MAPP as property manager for real estate funds

Waypoint Asset Management is pleased to announce the appointment of leading commercial property management firm, MAPP, to manage four key funds from the 1st of October.

MAPP now act as managing agent of 2m sq ft of Waypoint’s retail portfolio including Coopers Square in Burton upon Trent, The Britten Centre in Lowestoft, a retail fund comprising 60 neighbourhood parades and a portfolio of 40 FRI assets let to Government covenants.

MAPP’s expertise extends from property management service to Building Consultancy and Sustainability services offered by an experienced team based in London, Birmingham, Manchester and Bristol.

Chris Moulden, Waypoint Asset Management Director, said: “Our commitment to MAPP has been driven not only by their recognised expertise in property management but by their significant experience and capabilities relating to ESG and sustainability. They share Waypoint’s commitment to sustainability and understand the importance of a fully integrated approach to ESG at both an asset and fund level.

Nigel Mapp, CEO of MAPP said: “We are excited to have developed such a fantastic working relationship with Waypoint and that they have entrusted the management of four key funds to us. Waypoint have increasingly prioritised ESG and as a proudly certified B Corporation MAPP is the perfect fit to deliver quality services whilst aligning with Waypoint’s values.”

John Michell, Head of Retail Business Development & Strategy commented: “We are delighted to be working with the Waypoint team on these funds. We see this as a great opportunity to combine our wider property management expertise with our specialist retail team who continue to reimagine what retail looks like in a constantly changing environment.”


Waypoint Asset Management has appointed Chris Wilton as an asset manager to its expanding team in London.

Chris previously worked for Cushman & Wakefield and Knight Frank and has experience in valuation, investment, and leasing in the Central London office market.

He attended Oxford Brookes University where he studied Real Estate Management and qualified as a chartered surveyor in 2018.

Mike Riley, founder and joint managing director of Waypoint, said: “As part of Waypoint’s expansion, we are committed to finding the best young talent that will understand our approach to asset management and help build our business culture. Chris brings with him a wealth of experience and his insight into a wide spectrum of market sub-sectors will benefit the business, our partners and clients.”

“Joining Waypoint during a time where the real estate industry adapts to a new reality changed by the pandemic is a very exciting opportunity and I am looking forward to working with the team to help bring value to our clients’ portfolios,” added Chris Wilton.

Asset Management and Team Development in Lockdown

Like many companies, at the beginning of lockdown, Waypoint Asset Management gave immediate priority to business continuity by ensuring its growing team had all they needed to allow them to undertake the day-to-day activities of asset managers.

“With the whole team working remotely, our primary focus was to ensure that the necessary communications technology functioned seamlessly,” says Mike Riley, joint managing director of Waypoint Asset Management.

“Following this initial phase our attention turned to other aspects of the business, including staff welfare and development,” he adds.

Since its inception, Waypoint has been focused on investing in staff development and the firm has an established programme that helps team members build on their qualifications and experience through continuous learning and mentoring.

“It’s all about passing on skills and an understanding of the industry and the dynamic markets that we operate in,” says Kirstyn Rutter, Waypoint Asset Management’s Investment Director, adding: “While the technical aspects of asset management and valuation can be taught academically, other business skills are not so easily taught in the classroom or lecture theatre and we concentrate on the soft skills as much as we do on the core competencies of asset management.

“Our view is that the best way to gain the interpersonal and professional communication skills needed in business is to be immersed within it. So much of what we learn, such as market knowledge and vital interpersonal communication skills, is gained from being around other people. This is particularly important for younger members of staff and it is vital for them to have access to more experienced staff and to absorb the knowledge and know-how of those around them,” she adds.

Mike Riley agrees and uses his business partner of 18 years and joint managing director of Waypoint,  Nick Gregory, as evidence of the success of this approach.

“Back in the day, Nick was the graduate trainee in my team at Chestertons where he learnt the ropes and became one of the most accomplished asset managers I have ever known.”

Nick acknowledges the role that ‘on-the-job learning’ had on his development as a young surveyor.

“Learning by osmosis, within a business environment, is vital for young surveyors and asset managers. You learn so much by observing colleagues and other professionals that you interact with. Fundamentally, real estate is a networking industry and you acquire so much knowledge and understanding, simply by absorbing the background noise of an office.

“The advent of Covid-19 and the nationwide lockdown meant that we had to adapt how we continued our mentoring across the firm,” he adds.

In addition to establishing regular, online meetings and workshops to ensure that team members were able to continue with their personal and professional development through the mentoring programmes already in place, Waypoint also took steps to ensure that the firm’s ‘open door’ culture continued in the virtual working environment.

“It soon became that we were facing a prolonged period with our team working remotely, dispersed around the country and that this would present us with challenges in terms of staff development and mentoring,” says Executive Director Chris Moulden.

“We had to ensure that the business did not lose the benefits that having a horizontal-structure has brought to the business over the years. Ensuring that communication channels remained open and that everyone continued to be accessible and available – for even the smallest problem or question –has been of great value in maintaining internal development programmes and to the business as a whole,” he adds.

One member of Waypoint’s team who has benefited from this approach is Jonny Waller (24) who has been with the company since 2017.

“The online development programme has been very beneficial,” he says. “After the initial novelty of working remotely, I quickly realised how easy it was to lose touch with what was happening in the wider market. I had not appreciated the value of chance meetings and random conversations in the office. The scheduled mentoring sessions and online team meetings have gone a long way in filling the gap.

“The one-to-one coaching has not just been focused on work-related issues but has also considered personal development in terms of communication techniques, time efficiency, and other areas for improvement, that have been a great help. Among other topics, the coaching sessions have addressed handling difficult situations and getting the most out of meetings.

“These skills are hard to learn when working from home and it has been a reassurance to know that I can speak to anyone within the firm should I be facing a particular challenge, no matter how seemingly trivial it might be,” Jonny adds.

Waypoint begins deployment of £300 million into Healthcare Real Estate

Waypoint Asset Management has kick-started a £300 million investment programme within the healthcare property sector, with the acquisition of 27 properties around the country, including a single portfolio of 23 Primary Care buildings totaling £20 million.

Waypoint Health Property launched its first healthcare real estate fund over the summer and with a second fund now coming under management is looking to deploy the capital into the sector over the next 12-months.

Andrew Darke, director of Waypoint Health Property, said: “While the pandemic has brought healthcare provision into sharp focus, there has been a growing investor appetite within the sector for some time and, as a specialist in primary care, our objective is the acquisition and management of healthcare real estate on behalf of Waypoint’s established institutional clients.

“The investment properties that we have already acquired range from GP surgeries to mental health and renal dialysis centres. With two funds under management, we are now actively sourcing further primary and community-based healthcare assets, including portfolios and individual properties of between £1m and £20m throughout the UK.”

Waypoint Health Property has recently exchanged contracts on the acquisition of a primary care centre in Newcastle upon Tyne that includes two GP surgeries, a dental practice and a pharmacy, and a mental health facility in Norwich.


Corporate Insolvency & Governance Act 2020

The Corporate Insolvency and Governance Act 2020 came into force in the UK at the end of June. However, some of its effects were delayed until the end of September so there are implications for landlords and asset managers, particularly with Covid-19 seeing an increase in corporate failures across the country.

In addition to existing insolvency, administration, and liquidation rules, the new legislation includes standalone moratorium procedures governing corporate failures.

A central feature of a moratorium is that it is a process that is controlled by the directors of a company. It is not creditor-led and is monitored by an insolvency practitioner, who must decide if it is worthwhile for the company, not the business, to continue.

The aim of a moratorium is the recovery of a company and not liquidation. This is achieved by creating a period of breathing space without generating the potential, significant costs for a company associated with other possible options. At any stage, should the insolvency practitioner decide that the company is no longer viable, the process comes to an end. Their decision is final.

There are essentially two ways for company directors to trigger a moratorium; via the courts and outside court.

  • If no ‘winding-up’ petition has been filed then a moratorium can be initiated out of court. It becomes effective as soon as the documentation has been filed with a court
  • If a winding-up petition has been filed (or if the company is based overseas), then the process must be dealt with by the courts, where a decision is taken on the basis of what is best for the company’s creditors

From the outset of the process, a company must state in correspondence, and publicise the fact on its website, that it is in a state of a moratorium. This ‘breathing space’ lasts for 20-days, but can be extended for a further 20-days if is allowed by a court or if the majority of creditors give their consent.

Even during a moratorium, a company must pay any ongoing debts, including rent on properties occupied including ongoing payments arising from contracts that already existed at the point that the moratorium began. Clearly, the support of leaders is an important part of the process and the failure to pay debts will bring the moratorium to an end.

During the moratorium period, without court permission, there can be no landlord forfeiture, enforcement, or repossession of property.

It should be remembered that a moratorium is aimed at rescuing a company as a going concern rather than the “business”. There have been discussions and even parliamentary debate concerning the implications concerning its use as a method to steady a company to prepare it for sale, including via a pre-pack administration.

With the aim of assisting companies to recover from difficult financial situations, The Corporate Insolvency and Governance Act 2020 widens the options for debtors and creditors, of which the ‘moratorium’ is one that landlords and their advisers need to be aware of.

For further information on the implications for property investors of moratoriums, please email: