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The Rise Of The “Forever Renter” And What This Means For The Market


The biggest shift in the property market is a growing number of people who could buy, deciding not to. For a hundred years, the property industry has run on one assumption: renting is a waiting room, ownership is the destination. That assumption no longer holds.


TheC clearest evidence is in how renters describe their own choice. Entrata's April 2026 survey of over 2,000 US renters found 81% now call renting the smarter financial move — up from 72% among Gen Z a year earlier — and 71% say the American Dream itself is evolving. That's not the language of people settling. It's the language of people redefining what winning looks like.


It would be easy to file this under the usual "priced out" story. Yes, affordability explains why someone can't buy; it doesn't explain why a wealthy individual, or a dual-income professional couple with a healthy deposit sitting in savings, chooses to keep renting anyway. That is a preference, not a constraint and this is what the market is built around.


What makes this different from every "generation rent" story before it is who is choosing it: young professionals renting for the flexibility to move for work; wealthy households keeping capital liquid rather than locking it into one asset; internationally mobile executives who need to relocate on six weeks' notice, not sixteen. RentCafe's analysis of US Census data found millionaire renter households grew 204% between 2019 and 2023, to nearly 13,700 — outpacing the 169% growth in millionaire homeowners over the same period.


The intent data confirms it from the other direction. Rently's 2026 Renting by Generation Report found mortgage plans among renters have fallen from roughly 15% to just 6.4% in a year, and a third of millennial and Gen Z non-owners now say they may never buy — not out of despair, but as a settled plan. In the UK, the House of Commons Library found 59% of 35-to-54-year-olds are unsure whether they'll ever own — a cohort that, a generation ago, would already be two or three houses into ownership.


Capital has read this correctly, even where the industry has been slower to build for it. UK build-to-rent investment hit a record £5.3 billion in 2025; Q1 2026 alone brought in £795 million, the strongest first quarter since 2022, with full-year volumes forecast at £5.7 billion. Occupancy sits near 97%, and rental premiums have nearly doubled since 2016. Institutional money doesn't move at that pace toward something it expects to be temporary, and it isn't moving toward the bottom of the market — it's moving toward the buildings, cities and price points where forever renters actually want to live.


For agents, developers and operators, the implication is simple: a market built to sell people out of renting can't also be the market that serves them well inside it. Buildings need to be run, staffed and designed as though the tenant intends to stay — because increasingly, they do. That means service standards, amenity design and lease flexibility built for years of tenancy, not for the few months before a deposit clears. Relationships that used to end at completion now need to extend across years of renewal and relocation. Firms that treat this as a smaller version of the old business will lose the client to whoever treats it as the real one.


This isn't about people giving up on a home. It's about the definition of home changing, permanently, for a meaningful share of the market, at every income level. The winners of the next decade won't be the ones still using renting as a rehearsal for ownership. They'll be the ones built for people who intend to rent well.


Article: By Mohamed Mussa, Managing Director, Chestertons Global



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More than two thirds of SME business leaders are grappling with finding time to step back and work on the business due to being stuck in the day-to-day, according to new research.


This was cited as the biggest challenge facing SMEs (68%), followed by the rising cost of doing business (51%) and balancing investment in growth with day-to-day operations (48%).


The data comes from business leaders who are alumni of the Help to Grow: Management Course, the 90% government-funded course delivered by more than 60 Small Business Charter-accredited business schools across the UK.


To date, 14,420 business leaders have completed the 12-week course to bolster their leadership capabilities and resilience during challenging economic conditions.


The survey showed that the challenges businesses face are wide-ranging. Beyond the top three challenges, factors such as implementing technology (42%) and skills shortages (34%) were also major concerns for business leaders.


The impact of Help to Grow: Management

Despite ongoing pressures for business leaders, the support provided by the Help to Grow: Management Course is having a positive impact.


More than three quarters (78%) of respondents said the Help to Grow: Management Course was key to achieving a specific business challenge, project, milestone or personal development goal they had identified before starting the course.


In addition, more than two thirds (68%) said the course had helped them respond to broader challenges they were facing. Specifically, 58% were finding time to step back and work on the business rather than in it, 46% felt more confident managing growth sustainably and 37% cited digital adoption as a key area of impact.


Peter Beaumont, Managing Director at Monty Miracle Ltd in Leeds, said:

“Before the course, I was overwhelmed by the responsibility of leading the business. It can be incredibly isolating, and I didn't have anyone who understood how I was feeling or could advise on next steps."

"The course changed that. Having access to experienced tutors and a peer group who'd faced the same challenges gave me clarity and the confidence to make decisions I wouldn't have made before."

"It's nearly four years since I completed the course, and I still use the practical tools and broader perspective it gave me every day. I continue to face challenges, that’s the nature of running a business, but the course gave me the foundations I needed for dealing with changes, managing growth and leading through uncertainty."


Duncan McCombie, CEO of YES Energy Solutions and a member of the Small Business Charter Management Board, completed the Help to Grow: Management Course at Sheffield Business School at Sheffield Hallam University. He says the course helped him step back from day-to-day pressures, make clearer decisions during uncertain times and focus on building a stronger organisation. Since completing the course, YES Energy Solutions has increased revenue by 28% and grown its headcount, enabling the business to support more households with energy efficiency advice and measures.


Duncan said:

“The course made a real difference to the way I lead the business. At the time, like many business leaders, I was dealing with uncertainty and competing pressures. Help to Grow gave me the structure, confidence and practical tools to take a step back, test my thinking and make better long-term decisions."

"That shift in approach has had a lasting impact. It helped us focus on sustainable growth, strengthen the team and increase the number of households we can support. These findings show why the course matters: it gives business leaders the headspace, network and confidence to respond to challenge and turn uncertainty into opportunity.”


A catalyst for continuous learning

The Help to Grow: Management Course is a catalyst to inspire SME business leaders into continuous learning. Since completing the course, alumni are prioritising mentoring (45%), peer-to-peer networking (44%), and attending conferences, workshops or seminars (41%).


Flora Hamilton, CEO of the Chartered Association of Business Schools and Executive Director of the Small Business Charter, said:

"In addition to the immediate impact businesses are feeling from completing the Help to Grow: Management Course, it’s very encouraging to see that alumni aren't stopping after the 12 weeks."

"Armed with new knowledge and having built strong, local connections, business leaders are continuing to invest in their growth, whether through other initiatives provided by business schools or through sector specific initiatives, mentoring and peer networking. That's the kind of long-term resilience that will empower small business success,”


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