From £150 to a £8.5m Portfolio: How I Built a Premium Property Business Using Other People’s Money
When I arrived in the UK in 2000 with just £150 in my pocket, I didn’t know where the journey would take me, but I knew I’d have to work hard. I taught myself to build websites to pay my way through university, and that early hustle gave me more than just technical skills. It taught me how to stay calm under pressure, keep moving when things got tough, and create value even with limited resources. Those lessons have stayed with me throughout my entrepreneurial life.
I first found success in the world of motorsport media before founding iSportConnect in 2010, which has grown into the largest private sports business network in the world, with over 23,000 members. But the biggest test of my resilience came in 2015, when my son was diagnosed with an aggressive cancer. For two years, I balanced running a global business with the demands of hospital life. It was a painful period, but it also sharpened my focus and gave me a new perspective on time, purpose, and what really matters.
That experience, combined with the pause brought about by the COVID-19 pandemic, led me to rethink my future. I wanted to build something more stable and asset-backed. That’s when Varma Properties Group (VPG) was born.
Scaling with Purpose
I officially launched VPG in 2023 and began building a residential portfolio using the BRR (Buy, Refurbish, Refinance) model and private finance. In just 20 months, we’ve grown to a portfolio valued at £8.5 million, with 68 tenants and over £700,000 in gross annual rental income. We’ve raised more than £2 million in private funding, and we’ve done it all using other people’s money.
The highlight so far has been the last 12 months, during which we built a premium HMO portfolio in Guildford: 10 properties worth £6.5 million, housing 65 tenants and generating £670,000 in gross rental income. This wasn’t just about buying quickly, it was about finding quality deals, structuring them correctly, and building a system that would allow us to scale with confidence.
The First Deals: Laying the Groundwork
My first deal was a repossessed property. I made an offer which was initially rejected, but after two sales fell through, the agent called me back. I didn’t hesitate. I said yes, and that opened the door to two more deals from the same agent. Momentum builds when you show agents and investors that you can act decisively and follow through.
But there were lessons along the way. One mistake that stands out came with my third HMO. I really wanted the property, it was in the same area as my first two, and I knew the demand was strong. When my initial offer was rejected, I let emotion get the better of me and paid £15,000 more than I’d planned. While it didn’t ruin the deal, it taught me a valuable lesson: never stray from your numbers, no matter how tempting the opportunity might be. Discipline is key when you’re working at scale.
Raising Finance: Trust First, Money Second
If you’re looking to raise money using other people’s money, you need to focus on building relationships before you pitch deals. Too many new investors jump straight into asking for money without demonstrating credibility. Investors want to see that you understand your market, can structure deals well, and, most importantly, that you protect their capital.
Start small. Use your own savings or do a joint venture to build a track record. Be transparent and document your journey on social media. Go to events, share what you’re learning and show people that you know what you’re doing. In the end, people don’t invest in deals - they invest in you.
Systems That Support Scale
Once you’re managing multiple projects, everything comes down to systems. Our project management team now handles several property developments at once, and we’ve built a structure that allows for efficiency and clarity. Here’s what’s worked for us:
Project tracking: We use Asana to manage tasks and deadlines, with a dashboard for each property showing timelines, budgets, and progress.
Automation: Platforms like Lendlord handle tenant screening, rent collection, and renewals. All documents are stored in the cloud, neatly organised by property.
Templates and SOPs: We’ve created standard templates for budgets, contracts, and investor agreements, along with clear procedures for key tasks like maintenance, compliance checks, and investor updates.
Communication: WhatsApp and Slack keep our internal team aligned, while investors receive structured monthly updates via email or video calls.
Monitoring performance: We review key metrics like budget adherence, project timelines, and rental income on a monthly basis to keep everything on track.
Tech stack: CRM tools (like HubSpot) help us manage relationships, market data platforms (like PropertyData, SpareRoom and Nimbus Maps help us analyse trends of rental demand, occupancy and local market shifts.
Risk and compliance: We build in contingency plans, ensure all properties are fully insured, and use tools to stay on top of legal and regulatory requirements.
Balancing Two Businesses
Running VPG is only one part of my life, I’m also still at the helm of iSportConnect. Balancing two businesses requires structure, delegation, and a clear sense of priorities.
Time management is everything. I divide my calendar into blocks dedicated to each business. At iSportConnect, I have a trusted team led by Ray James who manage operations, sales, and events. At VPG, I work closely with our architect, structural engineer, project managers, solicitors, and contractors. This frees me up to focus on acquisitions, raising funds, and strategy.
Organisation underpins it all, from CRM tools to project tracking platforms, everything is systemised so that nothing falls through the cracks. I’ve also found valuable synergies between the two businesses. My sports network has led to investor partnerships in property, while the credibility I’ve built in property has created business opportunities within the sports world.
But no matter how efficient you are, you still need to look after your mental health. I make time for exercise, family, and downtime. You can’t pour from an empty cup, and burnout doesn’t help anyone.
The VPG Investors Club
In May 2025, we launched the VPG Investors Club in partnership with Coutts Bank. This was a natural next step. We wanted to create a formal space where our investors could connect, share knowledge, and grow together.
The club offers exclusive networking events, expert panels, tax planning sessions, and early access to new deals. We also host private lunches with Coutts and will be organising an annual gala at a high-profile venue.
More than anything, the club is about building a trusted ecosystem where people can collaborate and support each other. It’s our way of saying thank you to those who’ve backed us, and ensuring that they continue to benefit not just financially, but through education and connection. Any investor in VPG becomes part of this network.
Looking Ahead: The £100M Vision
Our goal is to build a £100 million portfolio within the next five years. We’re aiming to complete 30 BRR projects per year across three core locations, including Guildford and Surrey, with an average GDV of £700,000 per project. Some of these will be done via JV partnerships, allowing us to grow while maintaining quality and operational control.
The journey so far has been intense, but incredibly rewarding. I’ve learned that property isn’t just about bricks and mortar, but about people, systems, and mindset. If you’re starting out, focus on building credibility, refining your processes, and protecting your investors. The rest will follow.
You don’t need to start with millions, I didn’t. You just need a clear vision, relentless execution, and a willingness to keep learning.
