Breaking Property News 17/12/25
Daily bite-sized proptech and property news in partnership with Proptech-X.
How to get Proptechs from MVP to EXIT
Reporter Zara S.
Proptech has spent years trying to prove its relevance to the property industry. New platforms appear daily, capital flows in cycles, and “disruption” is promised more often than it is delivered. What is far less common is the work required to make innovation credible in a sector that values trust, experience, and long-term thinking. This is the space CEO Andrew Stanton has chosen to operate in.
As founder of Proptech-PR and Proptech-X, Stanton’s role extends well beyond marketing or media exposure. At its core, his work is advisory. He operates as a strategic partner to proptech founders, helping them think through not only how their businesses are communicated, but how they are positioned, perceived, and understood by the market they are trying to serve.
On the other side of the business he also runs an advisory service for the c-suite, providing 360 market intelligence, strategy, and access to a world class network built over decades, who can help seniors de-risk their operations with sound advice.
Proptech-PR functions as a consultancy for proptech founders and leadership teams, it is not a Public Relations enterprise, Stanton used the name PR as an ‘in-joke’, as he learned by talking to numerous CEO’s that tens of thousands was being spent blindly by property technology companies on PR with zero ROI.
Since 2017 Andrew’s company has successfully worked 1:1 with proptech founders advising over 170+ companies, supported 14 exits, raised £2.1m for founders, and delivered more than 4,100 strategic introductions, leading to commercial partnerships, integrations, and JV’s.
As importantly he has helped them shape their commercial strategy, sales performance and market positioning. Using his personal endorsement to speed sales cycles and build trust and visibility in a crowded market place.
His biggest strength is ‘he thinks a lot’, and provides bespoke pathways for each company to follow, often looking to get them from MVP to exit, or from £100,000 MRR to exit. It involves getting clients to speak with key people to open their minds, galvanise commercial opportunities and knit together a service with repeatable sticky growing revenue.
What Andrew does is designed for businesses that have built something technically sound but often struggle with the same questions: how to explain complex products simply, how to speak the language of property rather than technology, and how to build credibility with customers, investors, and partners who are naturally sceptical of over-promised innovation. Stanton works with founders to refine their narrative, stress-test their positioning, and align their messaging with the realities of the property industry.
This advisory role involves challenging assumptions, clarifying go-to-market strategy, and helping founders understand how their solution fits into existing workflows, regulation, and decision-making structures. In an industry where adoption is slow and relationships matter, this level of strategic discipline is often the difference between attention and traction.
At its core the digital publication Proptech-X Proptech & Property News also founded and run by Stanton, complements this work by shaping the wider conversation. It provides a platform where proptech is discussed with maturity rather than hype, and where founders are encouraged to explain not just what their technology does, but how it creates real-world value. Through editorial content, interviews, and analysis, Proptech-X acts as a lens on the sector, reinforcing the standards of clarity and credibility that Proptech-PR applies at a company level.
What distinguishes Stanton’s approach is his understanding that proptech does not succeed by positioning itself against property, but alongside it. His work consistently rejects the false narrative of disruption in favour of collaboration, realism, and incremental improvement. Technology, in his view, earns its place in property by respecting complexity, not ignoring it.
There is also a personal restraint to how Stanton operates. He rarely places himself at the centre of the story. Instead, he amplifies founders who have done the hard work of understanding their market and investors who think beyond short-term returns. This has helped him become a trusted advisory partner and Proptech-X as a credible editorial voice in a crowded ecosystem.
Ultimately, Andrew’s contribution is not about visibility for its own sake. It is about raising the standard of how proptech businesses present themselves and how the sector presents itself to the wider property industry. Playing a meaningful role in moving proptech from enthusiasm to execution—and from noise to substance.
Q &A with Andrew Stanton
Q: Andrew, Proptech-PR does it actually do any PR?
Andrew Stanton: (Laughs) I tend to avoid the term “PR” on its own because it sets the wrong expectation, we are a consultancy to scale businesses, communications is tiny but crucial part of it. Usually coming after we’ve done something more fundamental, which is helping founders get absolute clarity on what they are building, who it is for, and how it fits into the property ecosystem. Then I endorse clients leveraging my brand and connections on a bespoke basis to gain warm introductions to the very people that expensive PR with its scattergun cold outreach fails to do.
Traditional PR often starts with outputs: coverage, announcements and launches. Our approach starts with substance. If a business cannot explain itself clearly in a room full of property professionals in just SEVEN words, no amount of coverage will fix that. We focus on long-term credibility rather than short-term attention, which is far more valuable in an industry built on trust and relationships
Zara Q: What gaps are you typically seeing when founders first come to you?
Andrew Stanton: Most founders have strong technology and good intentions, but they are often too close to the product. They describe features rather than value, or they talk in tech language to a property audience. There is also a tendency to overstate disruption. Property doesn’t respond well to that. The gap is rarely effort or ambition; it’s perspective and positioning.
Q: What does the advisory process look like in practice?
Andrew Stanton: We usually start with the positioning and narrative discipline. That means stripping everything back to the core problem being solved and testing whether it is a real, urgent issue for the market they are targeting. We challenge assumptions, refine messaging, and make sure the story aligns with how property professionals actually work. Only once that foundation is solid does it make sense to think about visibility, media and key introductions.
Q: Do you get involved in communications and messaging?
Andrew Stanton: 95% of what I do is about mentoring and assisting founders and growing tech businesses, but because positioning touches go-to-market strategy, pricing logic, customer targeting, and even product direction this is in the mix. Equally I’m not there to redesign products, but I will challenge founders on whether what they are building aligns with how decisions are made, that advisory role is a big part of our value.
Q: How does Proptech-X Proptech & Property News connect to this work?
Andrew Stanton: Proptech-X reflects the same philosophy at an industry level. It’s about raising the quality of conversation around proptech. When founders see thoughtful discussion, realistic perspectives, and less hype, it reinforces the standards we apply in the consultancy. It grew out of a need to give my consultancy founder clients a voice and visibility, the two platforms feed each other.
Q: What type of founder tends to get the most value working with you?
Andrew Stanton: Founders who want to be taken seriously by the property industry and are involved in the planning, building, sale, lease or management of property assets, in the residential and commercial real estate sectors and understand that credibility takes work. Usually, they are building something meaningful and are open to being challenged. If someone just wants quick exposure, we’re probably not the right fit.
Q: What do you think proptech founders underestimate most?
Andrew Stanton: How long takes to build trust in the industry, and how quickly it can be lost. The industry has seen a lot of bold claims over the years. Founders who respect that history and communicate with humility and clarity tend to do much better in the long run.
Q: Ultimately, what are you trying to achieve?
Andrew Stanton: To help proptech businesses scale-up and grow in a way that is sustainable and credible. That means helping founders slow down, think clearly, and communicate honestly. If proptech is going to be embedded into property rather than treated as a novelty, that standard has to be higher. That’s the work we focus on.
Andrew Stanton Executive Editor – moving property and proptech forward. PropTech-X
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