No Letting Go

Assess: 15.5/20. No Letting Go has an established, transferable property inventory service and a clearly described owner role. The public record is stronger on trading activity and operating structure than representative achieved profit. Revenue examples, forecasts and older margin claims were kept separate.

• A1, proven and profitable core model: Partially, 2.5/5. Official service and branch pages demonstrate an operating inventory and inspection network. Published owner accounts describe real local businesses, repeat instructions and national account work. That supports a proven service proposition. Current achieved core operating profit was not independently verified, so longevity and network size were not substituted for profitability.

• A2, operates without daily founder involvement: Yes, 5/5. Named local owners deliver services through their own businesses, supported by a central team and reporting systems. Training and support are attributed to people beyond founder Nick Lyons. This supports routine delivery without his daily intervention and the 30-day principle. It remains an inference from distributed operations, rather than a witnessed founder absence exercise.

• A3, understands its ideal franchisee: Yes, 3/3. Published profiles identify customer service, communication, accuracy, self-motivation and confidence with technology. The role combines report delivery, relationships with property professionals and eventual team management. This makes the suitability requirements meaningful, while distinguishing trainable property knowledge from the personal ability to build and manage a service business.

• A4, owners can realistically make money following the model: Partially, 2/4. Repeat property instructions, national accounts and a low-overhead starting format provide a credible income mechanism. Joanne Wildson's published £145,000 revenue example relates to 2022 and is turnover, not retained earnings. Other listings publish forecasts and conflicting older margin claims. Representative current results after fees, travel, clerks, owner labour and overheads were not verified.

• A5, meaningful differentiation: Yes, 3/3. Local delivery is combined with central account relationships, inspection capability and proprietary reporting technology. Kaptur and Konnect connect reporting with access to additional service capacity. This is a defined operational proposition for property customers, without assuming that technology alone guarantees better margins or exclusive competitive advantage.

The key commercial evidence needed is a current costed set of owner results, including the transition from personally completing reports to managing paid clerks.

Build: 18.5/20. Published evidence supports a documented business method, practical onboarding, standardised reports and ongoing training. The remaining uncertainty is whether every operational document, marketing resource and system is accessible through one complete owner resource arrangement.

• B1, documented operational playbook: Yes, 5/5. The detailed FranchiseInfo profile describes a named operating blueprint for running the inventory franchise. The BFA profile adds practical business development preparation, field activity and report assessment. Together these provide explicit evidence of a documented method extending beyond the technical inspection task. The confidential manual itself was not accessed.

• B2, structured onboarding and training: Yes, 4/4. Published training combines classroom learning, practical work, supported local activity and assessed reports. The Learning Hub and Training Academy announcement adds continuing online and practical education. Older descriptions differ in the precise duration of training, so no single timetable is presented as a verified current contractual commitment.

• B3, documented brand experience: Yes, 4/4. Common reporting software, structured report formats and assessed work support a consistent customer deliverable. The official Kaptur page identifies report templates, signatures and shared records. The evidence supports repeatable service documentation, while allowing local owners to develop their own customer relationships.

• B4, central access to tools and systems: Partially, 1.5/3. The Learning Hub provides continuing education, while Kaptur supports reporting and the network provides marketing resources. These are substantive resources. Public material does not establish that every required commercial manual, template and operational tool is available through one complete central arrangement. A reporting login alone does not demonstrate that broader requirement.

• B5, launches without constant founder questions: Yes, 4/4. The academy, central operations support, practical assessment and experienced owners give new franchisees several routes to guidance. The official recruitment page names Justine and Nikki as contacts. This supports launch preparation beyond direct founder dependence, without claiming that all owners need identical amounts of help.

Verify the current resource structure and the checks used before an owner begins unsupervised work. The public training evidence is already substantial.

Launch: 20/20. The published opportunity explains the role, suitability requirements and progression from initial interest to a joining decision. It also connects territory selection and launch support to the property service model. Full credit concerns the visible recruitment structure, rather than an audit of every applicant's experience.

• L1, clear franchise proposition: Yes, 5/5. The official opportunity describes building a local inventory business supported by national account relationships and central services. Owners can initially deliver work themselves and later employ clerks. This is a clear explanation of the service, owner activity and business development route, rather than an investment figure alone.

• L2, messaging for suitable applicants: Yes, 4/4. Recruitment material stresses customer focus, communication and commitment to running a business. The broader profile adds attention to detail and comfort using systems. These requirements connect to accurate property reporting and relationship-led sales. The absence of a property qualification requirement is supported by the training offer.

• L3, clear enquiry journey: Yes, 4/4. The official form lets a visitor request information, a conversation or an area check. Named contacts and a telephone route provide alternatives. The published sequence then moves through an initial conversation, a meeting and contact with an existing franchisee. The form was inspected without being submitted.

• L4, structured discovery before acceptance: Yes, 4/4. The official sequence explicitly places a meeting and discussion with an existing franchisee before the decision and training stages. This gives applicants a defined opportunity to examine the business through an operator. Full credit recognises the structure; legal review, financial diligence and the depth of internal candidate assessment were not audited.

• L5, deliberate opportunity go-to-market plan: Yes, 3/3. The live official opportunity combines a defined candidate proposition, area checking, a staged joining journey and direct team contacts. Detailed franchise listings promote specific recruitment locations and explain the ownership offer. Together these support deliberate recruitment marketing and conversion routes. Local owner launch training was not, by itself, counted as the plan for marketing the franchise opportunity.

The proposition should consistently reconcile investment figures across official and third-party listings. The official page states £17,995 plus VAT, while several directory profiles use £17,950. Those figures were not blended into one confirmed investment total.

Grow: 9.5/20. No Letting Go demonstrates recruitment activity, named staff and specific areas being promoted. Public evidence does not establish the consistency, attribution or conversion of the ownership recruitment pipeline. Customer marketing activity has been kept separate from franchisee recruitment.

• G1, consistent monthly franchise enquiries: Partially, 2.5/5. The live opportunity, enquiry form, directory presence and May 2024 announcement of five new owners show an active recruitment mechanism and historical outcomes. A completed joining announcement does not establish a reliable monthly level of suitable enquiries in November 2026. No current monthly series was verified.

• G2, recruitment sources and lead quality tracked: No public verification, 0/4. Multiple promotional channels make attribution possible, but no report showing ownership enquiry source and suitability was verified. The public form's contact fields do not establish internal source tracking. National property customer campaigns and local account generation were not counted as franchise applicant measurement.

• G3, enquiry-to-agreement conversion understood: No public verification, 0/4. The joining stages are clear, but stage definitions do not establish measured conversion. No current figures linking enquiries, qualified applicants, meetings, due diligence and signed agreements were verified. Owner renewal claims and numbers of offices answer different questions.

• G4, planned next territories: Yes, 3/3. The detailed opportunity listing promotes specific areas including Stockport, Cornwall, Oxford, Liverpool and York. The official site explains territory selection using rented-property density. This supports deliberate geographical opportunity selection. Advertised locations were not treated as guaranteed current availability or as evidence of commercially equal results.

• G5, recruitment beyond the founder: Yes, 4/4. The official page names Justine and Nikki for initial discussions and sets out a repeatable journey involving the team and existing owners. This supports the practical handling of recruitment beyond Nick Lyons personally. It does not imply that a founder or senior leader has no role in final selection.

The priority is a current ownership recruitment report linking source, suitability, progression and signed agreements to the areas the network can support. Public absence of that report does not prove internal measurement is absent.

Amplify: 18.5/20. No Letting Go provides substantial support for winning property customers, including national accounts, local online pages, training and marketing resources. The weaker point is public verification of individual owner enquiry-to-commercial-performance measurement.

• AM1, support to generate local customer enquiries: Yes, 5/5. Official recruitment material describes central account development and work being routed locally. The June 2023 marketing announcement describes central campaigns supporting offices alongside local relationship building. This supports practical customer acquisition help. It is evidence of the support model, rather than verified current lead volume or guaranteed work in every territory.

• AM2, local online presence for every owner: Yes, 4/4. The official branch directory provides a network-wide local discovery structure. The inspected Ashford page includes coverage, a contact route and locally presented services. This supports centrally provided local presence. Every branch page and external business profile was not individually audited, and a local page does not by itself prove strong search visibility.

• AM3, clear local marketing plan after launch: Yes, 4/4. The published support model includes personal business development planning, ongoing sales and marketing training and a continuing toolkit. Central campaigns are combined with local agent and landlord relationships. This establishes an ongoing acquisition approach beyond opening-day promotion. The budget and performance of each owner's plan were not verified.

• AM4, individual owner enquiry and performance tracking: Partially, 1.5/3. Central bookings, routed account work and report systems give the network visibility of service activity. Kaptur supports operational records. Public evidence does not establish a complete owner-level report joining initial customer enquiry, sales conversion, revenue and retained contribution. Property reports and a client portal were not treated as proof of that full commercial measurement.

• AM5, customer growth beyond referrals and founder: Yes, 4/4. Central account relationships, local service pages, direct enquiries and structured local business development provide routes beyond an owner's personal network. The service can generate repeat instructions from professional property customers. These routes support independence from founder-led introductions, without assuming equal demand or conversion across offices.

Connect local enquiry sources and national account allocation to booked work, repeat customers and retained margin. That would show which support produces profitable owner growth and where local help is most needed.