Who are you?
Stephen McKechnie.
What does it say on your business card?
Founder, Dwello Property.
What is Dwello Property?
Dwello Property is a lettings agency based on Byres Road, in the West End of Glasgow. We are a residential lettings and property management business.
How do you help landlords and property investors?
The leadership team at Dwello Property are all landlords themselves, so they understand the frustrations and challenges of the market. Having that “insider” experience is invaluable when we speak to landlords and investors – we know the key aspects of being a successful, profitable landlord.
From tenant vetting to rent collection, we handle it all, because we understand that landlords and investors don’t want to be overwhelmed with paperwork or constant phone calls and emails. We aim for efficient turnarounds, so that properties aren’t lying vacant for any longer than necessary, and ensure properties are marketed properly in order to achieve maximum returns. We also work with tenants to encourage them to allow us to have viewings whilst they are serving their notice periods.
We also provide full marketing for each property that we list – including floor plans, professional photography and social media posts – to ensure that it has the best chance of being seen by prospective tenants.
What services do you provide?
- Lettings
- Property Management
- Investment Advice
- Property Marketing
Does Dwello Property benefit tenants, too?
Of course. We support tenants through every step, from the search to tenancy agreements. Many properties feature floor plans, professional photography and virtual tours in addition to the standard descriptions, which is much more than other agencies provide.
We have also made it easier than ever to organise rental payments and request repairs through two apps – PayProp and Fixflo. We also post handy information through our blog and social media channels, such as out of hours information and property upkeep advice.
What made you decide to set up a lettings agency?
As a large private landlord for three decades, I have developed a very clear understanding of what a first-class letting and property management service looks like. I am determined to consistently deliver this quality of service to other landlords.
Having worked with many letting agents over the years, some of the things that have frustrated me are the poor and inaccurate advertisement of properties, the lack of value for money in repairs and maintenance costs, unnecessarily long void periods, and low responsiveness from queries both from myself as landlord and from tenants. I think too many letting agents look after the tenants to the detriment of their paying clients – the landlords. A lot of our competition employ minimum wage staff who have little or zero experience in property management or lettings.
In addition, we can add value in terms of asset management of properties, advising landlords on refurbishment, expansion and disposal of their properties. We will basically manage properties with the same degree of love and attention with which we have managed my own, which is a fresh and unique perspective in the sector.
What is your greatest achievement in your current role and what
made it so special?
Since we opened our doors in May, we have grown rapidly. We have just shy of 6,000 tenants in our database and 782 properties. We’ve hired 14 members of staff and are looking at continued growth.
From a standing start, this feels like a great achievement. And I’m sure there’s lots more successes to come.
What is the most satisfying part of your job?
Speaking to people. I get great satisfaction from helping young or new landlords overcome some of the difficulties and challenges that I have faced over the last three decades.
What do you see as the biggest challenge facing landlords at the
moment?
The main challenge is that it is currently perceived to be less attractive to be a landlord (due to tighter regulations, higher costs, tax changes, government legislation and more rights for tenants, which have combined to lower returns). Therefore, the number of rental properties available for rent is shrinking. This also creates an opportunity. The demand for rental properties is outstripping supply, and landlords who persist will benefit from the strong rental market and falling interest rates.
What is your property prediction for 2026?
The passing of the Housing (Scotland) Bill marks a defining moment for our sector — and while much of the public debate has focused on challenges for landlords, I believe there are reasons to be optimistic about the direction of Scotland’s Private Rented Sector (PRS) as we move into 2026.
Clearer rules and stronger standards will give confidence to responsible landlords and professional agents who already operate to a high standard. A well-regulated market is a more trusted market, and that’s good news for landlords and tenants alike.
Greater tenant stability will likely mean fewer voids and reduced turnover. When tenants feel secure, properties are better cared for, they will likely stay longer.
Better local data on rents and housing need will help both investors and agents make informed, sustainable decisions, targeting areas where demand is strongest and homes are most needed.
Focus on quality is set to reward those who invest in good-standard, energy-efficient homes. As regulation drives out poor practice, the premium segment of the PRS should perform well.
However, to unlock the sector’s full potential, we need policy balance. Regulation alone won’t increase supply. The Additional Dwelling Supplement (ADS) remains a major barrier for new landlords and small investors, precisely the people who could bring much-needed homes into the rental market.
Removing or reforming ADS would send a strong signal that Scotland values responsible investment in housing. It would help grow supply, improve choice for tenants, and support the Government’s goal of a well-functioning, fair private rented sector that can help resolve the housing emergency that we currently find ourselves in.
At Dwello, we’re choosing to see these changes as an opportunity to professionalise further, to innovate, and to keep raising standards. With clear rules and the right incentives, Scotland’s PRS can thrive.
