Nicola Fleet-Milne
Owner/Founder of FleetMilne residential property agency, an independent, female-led agency.
Nicola has been the Chair of the Colmore BID board since January 2020 and Deputy Chair for 2 years prior. She co-Chairs the Jewellery Quarter Neighbourhood Planning Forum, and is an active member of Birmingham’s thriving professional community.
- Tell us a little bit about your business…
Residential property agency excelling in property management and lettings, with a bit of sales thrown in for good measure. Since 2018, also covering the Build-to-Rent arena through design & build consultancy, as well as Lease Ups and full scheme operations.
- How did you get into the industry?
It was an accident, but a very happy one. I fit in straight away. I’m a natural organiser and I like things to be done properly, which is a strong skillset for success in property.
- What are the biggest opportunities and challenges in your industry?
Too many to mention in this word count, but the main challenges are ever-increasing legislative requirements, falling investment in Buy-to-Lets, and lack of high-quality stock where it’s needed most. On the plus side, the advent of BTR is bringing forth that high-quality stock, but at a price.
- How would you describe your leadership style?
It’s developed a lot over the past 2 decades, but it’s currently very inclusive, trusting and open to ideas. I’ve become a much kinder leader over the past 4/5 years, and I’ve completely changed my stance on flexible working, because I have total trust for my team and how they approach that benefit.
- How do you get the most out of the people who work for you?
I try and give them the space to succeed or fail on their own merits (again, something I’ve learnt!) whilst remaining available for guidance and advice when needed. A good number of the team have been with the firm for most of their careers thus far, and I think they stay because they’re appreciated and valued.
- What are the most crucial elements to your business running smoothly and being successful?
The intelligent people, the processes and the constant innovation.
- How has the past 12 months been for you?
They’ve been incredibly busy but fulfilling. The business is now at a point where it doesn’t need my input regularly and the team run it without me. It leaves me feeling both proud and surplus to requirement (terrified) all at the same time.
- What will the next 12 months look like for your business?
The growth of our BTR operational offering, lots of collaboration with external partners, growth of the individual client base, and growth of the team.
- What are the highlights of your career so far?
I’ve had a great career, so this is, thankfully, too long a list for here. But key highlights have been the milestone survivals of 3 and 10 years in business (soon to be 20!), thriving despite the financial crash and pandemic, growing a team of exceptional talent and kindness, and winning some incredible contracts that have proven our approach and dedication.
- What’s the biggest business mistake that you’ve learnt from?
That not everyone cares as much as you do about your business. I have trusted people in my career who have promised me the world and then left me disappointed, but rather than destroying me or my motivation, it’s created a greater determination to do more and be better.
- What’s the best piece of business advice you’ve been given?
That service is foremost, and the money follows. Chasing profit at the expense of the service you provide is a fool’s game. Reputation is everything; takes a lifetime to build and moment to destroy.
