A signed contract feels like the finish line. For developers and project marketers, it marks the start of a relationship that may continue for years before settlement.
Between exchange and completion, purchasers’ circumstances change, construction timelines shift and expectations evolve. A successful sale needs ongoing attention to become a successful settlement.
Managing that journey starts with a clear plan, consistent communication and a shared understanding of purchaser readiness.
Developers invest heavily in generating leads, building display suites and launching projects. Once contracts are signed and deposits are paid, attention often shifts towards construction and the next sale.
Yet the period between exchange and settlement can last anywhere from six months to three years. Purchasers still need guidance throughout that time.
Settlement management belongs in the project feasibility and sales campaign from the beginning. Budgeting for the people, systems and communications required gives the team a clear process to follow as soon as contracts are exchanged.
It also helps purchasers understand what support they can expect after signing.
Without a dedicated point of contact, purchasers can go months without meaningful communication. On projects involving several selling agencies, important information can become scattered across emails, spreadsheets and individual conversations.
Who intends to move in? Who is investing? Have their plans changed? Where do they stand with finance?
Those questions become harder to answer when no one owns the relationship.
A consistent communication plan keeps purchasers connected and gives the developer a clearer view of their position. Start with an estimated timeline of events, explain that dates may change and provide updates as the project progresses.
Each communication should help purchasers understand what is happening, what comes next and whether they need to act.
Finance is a critical part of settlement readiness, but purchaser concerns can extend well beyond loan approval.
In one project example, a purchaser sought to exit their contract because a street-light pole on council land affected the outlook from their balcony. The pole had been there before development began, but the purchaser felt their expectations had not been met.
Ongoing contact helped bring the concern to the team’s attention earlier, creating time for discussions with the developer before the final settlement stage. The example does not establish how the matter was ultimately resolved; it shows why understanding purchaser expectations matters.
Changes in employment, family circumstances or location can also affect readiness. Regular conversations give purchasers an opportunity to raise these issues with someone they know.
Silence needs context, too. An unanswered call alone does not establish that a purchaser is at risk. Email engagement, inspection bookings and disclosed changes in circumstances all contribute to a more useful picture.
Waiting until three or four months before settlement can leave teams trying to rebuild relationships while asking purchasers to organise finance, valuations and inspections.
When buyers have heard little for nearly two years, a sudden list of requirements can feel overwhelming. Without established rapport, they may also be less comfortable discussing difficulties.
Earlier engagement creates more time to identify concerns, explain requirements and coordinate a response.
That visibility matters internally as well. Understanding potential delays two or three months ahead gives finance leaders more time to assess their options and prepare contingencies.
Clear ownership is essential. Construction, building management, settlement teams and solicitors need to share information, with someone responsible for keeping the process moving. Briefing selling agents before purchaser communications begin also helps create a consistent experience.
Digital tools can make routine updates easier for purchasers and reduce the amount of manual follow-up required.
In Settld’s experience shared during the discussion, around 95% of finance-readiness updates came through purchaser engagement with the app. An illustrative example showed what that could mean for the team: calling 10 purchasers who needed follow-up rather than contacting all 200.
The benefit is more focused attention. Purchasers who need help can receive it, while those progressing through the required steps have a convenient way to keep the team informed.
Inspection bookings provide another example. One comparison put first-email bookings at around 40% historically, rising to 70–80%. Some projects with 12–18 months of prior purchaser communication had achieved full bookings within the first few days.
These are examples from project experience, rather than guaranteed results. They point to the value of combining accessible technology with an established purchaser relationship.
Phone calls and direct emails remain important for people who need or prefer them.
Purchasers remember how they were treated throughout the journey, including the small details.
For one downsizer, that meant having someone return to the apartment to measure a bedroom and confirm whether a queen bed would fit. It was a straightforward task for the team, but meaningful support for the purchaser.
Helpful follow-through, clear expectations and a well-managed handover all contribute to the relationship a developer carries into the next project.
Some developers have reported receiving 10–30% of pre-sales from previous purchasers. That is an observation about particular projects, rather than a market-wide benchmark, but it reinforces the value of maintaining those connections.
Today’s purchaser may become a future buyer or recommend the developer to someone else.
Get your Settlement Readiness Assessment from Settld and start planning for a more informed, coordinated settlement process.
