Bridging & Commercial Magazine — The Pros and Cons of AI Issue

ISSUE 40 JUL/AUG 2025

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ISSUE 40 JUL/AUG 2025

+ Risk, adaptability, and the power of communication - p28

To the spe cia list len din g com mu

nit y,

opp ort un ity niv ers ary , I wa nt to tak e thi s an th 20 its rks ma n ave sth As Ma sen t, le - the tea m - pas t an d pre sib pos it de ma o wh ple peo to tha nk the s wh o ha ve o wh at it is tod ay; the bro ker int n ave sth Ma pe sha ped hel wh o n len din g com mu nit y wh o’v e bee list cia spe the in ne ryo eve d bac ked us; an par t of the jou rne y. dec ad es 20 05 , I nev er im agi ned tha t two in k bac n ave sth Ma ed nd fou I Wh en a bu sin ess I’m pro ud of bu t on on t jus t no ing lect ref e, her be lat er, I’d sti ll ate ly ma de thi s red mo me nts tha t ha ve ult im sha the d an ps shi on ati rel the ind ust ry fee l like hom e.

to d low s. Fro m ma rke t boo ms an hs hig the n see I’ve , you Lik e ma ny of wh at’ s kep t in bet wee n. But thr oug h it all, g hin ryt eve d an , ses cri l cia fin an ind ust ry bu ilt on rel ati on shi ps, an is s our ieder ara cam me goi ng is the clie nts an d mi tm ent to doi ng rig ht by our com red sha a d an nce ilie res ion s. , no ma tte r the ma rke t con dit tha t’s som eth ing I’ve alw ays felt l of cou rse . But mo me nts of rea y, wa the ng alo ges llen cha n Th ere ha ve bee s wh o bec am e de a dif fer enc e. Th e col lea gue ma t tha ls dea e Th . too de, pri ays e bac k tim e an d aga in. I’ve alw cam o wh nts clie the d an s life lon g frie nd tho se are the of pur pos e in wh at we do an d se sen l rea a re’s the t tha felt me mo rie s tha t sta y wit h me . t 20 yea rs som Th an k you for ma kin g the las It’s bee n a pri vile ge.

Wa rm est reg ard s,

Andrew Bloom

Masthaven Finance, 3 Theobald Court, Theobald Street, Borehamwood, WD6 4RN. Masthaven Finance is a trading name of Masthaven Finance Group Ltd (14088677), Masthaven Finance Ltd (03709012), SF11 Ltd (07731478), SF13 Ltd (08273729), SF22 Ltd (14588596), SF24 Ltd (15589627), and Masthaven Finance M1 Ltd (14111987) all of which are registered in England and whose registered office is 3 Theobald Court, Theobald Street, Borehamwood WD6 4RN. Masthaven Finance Ltd is authorised and regulated by the Financial Conduct Authority. Firm reference number 300606.

eth ing I’ll alw ays be pro ud of.

Bridging Finance

The partnership that takes you further With our raft of new rate reductions and product/criteria enhancements, we’re making it easier for brokers to place more cases and progress more complex applications.

Complexity, conquered

Re-bridging | Light & Heavy Refurb | Second Charge Bridging | AVMs up to 75% LTV* * Eligible properties only. Includes light refurbishment cases where the total borrowing will not exceed 75% of the initial value.

United, we go further

Acknowledgments Editor-in-chief Beth Fisher

Magazine manager Dhuha Al-Zaidi

Creative direction Beth Fisher Dhuha Al-Zaidi

Sub editor

Christy Lawrance

Contributors

David Hand, Jourdan Rajwan, Jamie Pritchard, Jodie Andrews, Jack Rogers, Gareth Lewis, Mark Ryan, Matthew Elliot, Neal Jannels, Henrietta Frew, Jamie Lasaki, Anastasia Ttofis, Zachary Bawa, Juliet Baboolal, Mark Hook, Rachel Brown, Jonathan Newman, Chris Storey, Niv Subramanian, Caelan Gokani, Duncan Kreeger, Charlene Nayler, Francesca Kindrat, Kevin Pinto, Herman Abel, Laura Carr, Lucie D’Souza, Lorenzo Satchell

Photography

Connie Burke Michael Cedeno

Sales and marketing Beth Fisher beth@medianett.co.uk

Special thanks

SQ1 team Christy Lawrance, CLComms Davina Patel, Avamore

Printing

The Magazine Printing Company

Design and image editing Jana Rade, impact studios

Bridging & Commercial Magazine is published by Medianett Publishing Ltd

Managing director

Beth Fisher beth@medianett.co.uk 0203 818 0160 Follow us: LinkedIn @Medianett Publishing | Instagram @medianettpublishing

To read about our commitment to the environment and sustainable print publishing, please visit https://bridgingandcommercial.co.uk/page_magazine.

I

’m all in on AI. But if I’m honest, I’m even more invested in reading about its many, glorious mishaps. This month’s winner? A Guardian journalist tried to interview an AI avatar of a Leeds MP… and the whole thing nearly fell apart over the phrase “Now then”. Turns out, even the most advanced models haven’t quite cracked Yorkshire yet (fair enough, neither have the Southerners). It’s a funny story (and well worth the read) but also kind of perfect. Because it sums up exactly where we are right now: wildly impressed by what AI can do, and still gobsmacked by what it absolutely cannot.

There’s a strange, thrilling energy running through this Tech & AI issue. A kind of charged tension between the promise and peril of progress—particularly in specialist finance, where change has a habit of showing up before the manual does. We’re all hovering somewhere between cautious optimism and that split-second hesitation before forwarding a video to a colleague: “Wait… is this real, or AI?” Our cover story [p50] doesn’t hold back: a powerful warning from solicitors about how the data behind AI tools may not just be flawed—but potentially biased in ways that could impact real borrowers. Imagine discovering your deal fell through because a black-box algorithm trained on non-diverse datasets decided your asset wasn’t up to scratch. It begs the ongoing question: do we need serious government-level training, transparency, and regulation?

That’s not to say the industry isn’t excited. At Keystone Property Finance, one expert told us that when AI is used well, it feels magical [P37]. Nivo agrees, reminding us in their column that the more AI is used in lending, the smarter and more valuable it becomes to the business [P42]. There’s a sweet spot, they debate, between innovation and intention. But hit the wrong note and the harmony quickly becomes dissonance. As one lawyer writes in a sharply argued article [P60], deploying AI in complex negotiations might not just be risky—it could be a very expensive mistake.

We also spoke to four finance specialists who’ve seen AI elevate everything from drafting marketing content and summarising valuation reports, to spotting trends in large data sets— but they’re clear-eyed about the risks. One flagged that it should never be the sole source of education, especially when the AI they had used had misinterpreted a key point regarding regulated loans [P11].

Still, the human side of the story is alive and well. MT Finance’s Gareth Lewis talks to us about his promotion to deputy CEO and the bold move into commercial mortgages [P28].

Speaking of bold moves, we chat to Allica Bank, which is banking (literally) on AI to help it capture 10% of the UK SME market by 2027 [P68]. The re’s genuine optimism here, rooted in strong strategy and a belief in tech as an enabler, not a replacement.

And for a lighter—but no less thought-provoking—take, check out Duncan Kreeger’s reflections on cloning himself via DK AI [P78]. A digital twin designed not for ego, but for clarity.

This isn’t just another chatbot. It’s a deliberate attempt to embed Duncan’s thinking into AI-run software, generating real-time responses that mirror how he would actually answer questions.

“It started because a lot of people ask me for mentoring,” he told us. It’s a quietly radical idea, and one that’s stuck with me. If I could train a version of myself to help my team when I’m out across the country, sign me up.

As for me, I recently came across a piece of UCL research that found even the most advanced AI models tend to mirror and amplify—rather than correct—human bias, which could have profound implications as AI becomes a staple in our lives. It’s a sobering reminder: tech isn’t inherently fair, just fast. And if we’re not careful, we’ll mistake speed for progress.

See you on the other side (hopefully not in a deepfake Teams meeting).

Beth Fisher

5

Jul/Aug 2025

“My experience at MT Finance, particularly steering the business through the pandemic and other market shifts, has instilled in me the importance of proactive risk management, adaptability and strong communication”p28

11 20 28 37 42 50 60 64 76 78 92 93 100 104

The Cut News Exclusive Feature Explained Cover Story Zeitgeist Interview On The Rise One Day Opinion Behind the Build Limelight Backstory

Who’s teaching whom?

Making brokers’ lives easier through automation

MT Finance reveals its plans

AI’s magical potential in specialist finance

Compound learning offers more value in business / Bridging takes a techy turn

When the algorithm gets it wrong

How to avoid costly mistakes

Chris Storey / Niv Subramanian

Paving opportunities for young people in bridging

The lender producing an AI doppelganger

Human insight gets the deal done

A platform built for broker pain points

Catch up on the latest talk of the town events

Lorenzo Satchell

mt finance

THE CUT

The Cut

Teaching gets a new tech upgrade AI offers many uses; from transcribing meetings, to curating a thorough content plan for social media users—the benefits are evident. We spoke to four specialist finance experts, from sales to marketing, who explain how AI has elevated their line of work, but warn of certain risks to watch out for

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Jul/Aug 2025

The Cut

David Hand

Marketing manager at Lakeshield I started exploring AI tools when they first emerged, but it took time to trust them in a marketing workflow. The turning point came when they began producing outcomes that saved time rather than creating extra work due to the need for detailed checking.

Today, AI plays a meaningful role in marketing at Lakeshield. I use it for planning, broad market research, and drafting content. While idea generation remains human-led, AI is like an efficient marketing assistant with a vast knowledge base and deep skillset—what it creates still needs reviewing by someone with expertise, especially since details matter to brokers and their clients.

At Lakeshield, we’re an AI-forward lender, but pragmatic about it. We trial tools alongside manual processes before adopting them, and that has helped us access capabilities and efficiencies only available to much larger companies a few years ago.

Jamie Pritchard

Sales director at MS Lending Group I use AI every day to support how I work and think. From brainstorming content ideas and refining messaging, to summarising valuation or planning reports—it saves time and opens new creative angles. We’ve also used it to help simplify technical jargon for onboarding and market updates.

AI enhances what we do; it doesn't replace the human element that matters most in bridging. You still need experience, judgement, and commercial awareness to navigate deals.

That’s why at MS Lending Group, we’re not just integrating AI into our tools we’re using it to support, not substitute, our human-first, flexible approach. For example, we launched a new website feature, MS Search, which uses AI to help visitors explore the best solution, without removing the need for real conversations.

Firms that use AI intelligently without losing the human touch will be the ones that stay relevant.

Jourdan Rajwan

Head of lending at CSBF Capital Partners Internally, we use lightweight AI tools to transcribe calls and summarise meetings, allowing our team to stay present in conversations without worrying about notetaking or missing key information.

It helps generate follow up tasks automatically, minimising the risk of anything slipping through the cracks.

In underwriting, we use AI to summarise and extract key points from valuation reports, leases and contractual documents within minutes. This gives us a faster view of deal viability and enables us to provide our clients with quicker responses which is something they really value. On the marketing and admin side, AI supports idea generation, produces first drafts and helps expand our network. It also automates repetitive tasks and builds internal shortcuts, in turn streamlining workflows, saving time and reducing human error.

Compared to traditional methods, it has significantly improved our efficiency.

It hasn’t replaced judgment or relationships, but it’s given us more time to focus on both.

Bridging & Commercial

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The Cut

HAVE YOU INTEGRATED ANY AI TOOLS INTO YOUR JOB ROUTINE? IF SO, HOW EFFECTIVE HAVE THEY BEEN COMPARED TO TRADITIONAL METHODS? Jodie Andrews

Head of marketing (sales and partnerships) at One Mortgage System I have integrated AI tools primarily for research, content creation assistance and data analysis. They have been highly effective in streamlining repetitive tasks, such as summarising large volumes of information and drafting initial versions of communications. Compared to traditional methods, AI has drastically improved speed and accuracy which has freed up my time for more strategic work. AI tools have been effective for me spotting trends in large datasets that would take weeks to uncover manually. Compared to traditional methods, this has given us a clearer view of broker pain points, and helped us deliver tailored solutions faster. I see AI as an assistant instead of a replacement—an aid to everyday tasks to give more time for personal touch and content where needed.

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The Cut

DO YOU THINK AI CAN HELP MAKE SPECIALIST KNOWLEDGE MORE ACCESSIBLE TO NEWER ENTRANTS? WHAT CONCERNS DO YOU SEE WITH RELYING ON AIDRIVEN PLATFORMS FOR FINANCIAL EDUCATION?

Jamie Pritchard

Sales director at MS Lending Group Absolutely. AI is a powerful tool for simplifying complex concepts which makes it great for onboarding new brokers into bridging finance. It allows them to learn quickly, fill in gaps, and build confidence without needing to sit through formal training.

That said, it should never be the sole source of knowledge. AI platforms lack the nuance, context, and commercial experience that underpin good advice. It’s easy to misinterpret information if you don’t know what to look for. AI should assist not replace real mentorship, deal experience, and team learning.

Bridging & Commercial

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The Cut

Jourdan Rajwan

Head of lending at CSBF Capital Partners

David Hand

Marketing manager at Lakeshield When I joined the industry, I had a general awareness of property finance, but bridging was new, full of acronyms and unfamiliar terminology. I was lucky to work with a BDM who explained things clearly and helped me to develop that specialist knowledge. Today, AI platforms can accelerate that same learning and offer answers on demand for a newcomer to bridging.

The main concern with using AI for education is a lack of reliability with detail. It’s strong on definitions and broad context, but right now, I’d question how much it can be trusted beyond the basics.

Without a doubt. Our compliance team were able to put together training sessions on financial regulation and AML using AI. What are complex areas, which are difficult to understand (as anyone who has tried to read the FCA handbook may agree), were summarised almost instantly, within minutes we had detailed sessions prepared covering the main topics.

But it also highlighted the potential pitfalls. The AI had misinterpreted a key point regarding regulated loans. But, because we knew and reviewed the material previously, we were able to highlight this and correct it, but if you were relying 100% on AI, it could have led to an incorrect understanding, and ultimately a poor outcome for a potential borrower.

So, while AI-driven platforms are invaluable tools for financial education they must be combined with professional judgment and a common-sense approach which is a core principle of how we operate at CSBF. In short, we believe the feedback it gives us is vital but cannot supplant human judgment yet, especially as we deal with non-standard / complex cases most of the time.

Jodie Andrews

Head of marketing (sales and partnerships) at One Mortgage System AI can demystify complex mortgage processes, product criteria and regulatory requirements. For example, an AI-powered chatbot can answer real-time questions about lender criteria or specialist product eligibility, helping new brokers learn faster without relying solely on colleagues. It’s a great way to accelerate confidence and competence for those entering the industry, particularly in specialist lending where knowledge gaps can be a barrier. I also believe that there is still a fear of the unknown in the specialist market, especially in verifying documents and dealing with larger loans and more complex cases. Using tools that verify and analyse authenticity of documents can add an extra layer of reassurance for brokers during the process.However, if platforms aren’t updated with the latest criteria or regulation, brokers could act on outdated guidance.

Secondly, brokers still need to develop critical decision-making skills and not default to taking AI’s answer as final. New brokers need to learn the basics before they turn to AI and forget how to advise themselves, or to trust as gospel. Finally, given the FCA’s focus on consumer duty we must ensure that AI doesn’t lead to generic or non-compliant advice pathways, or make consumers believe they don’t need to seek real intermediary support in the process.

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The Cut

Jamie Pritchard

Sales director at MS Lending Group I’d love to see tools built around real-world case studies guiding brokers through exits, loan structures, and risk scenarios interactively. For example, an AI assistant that explains retained interest vs. serviced interest in the context of an actual deal. Or, something that flags risks based on exit plans and planning timelines.

Plain-English, on-demand AI tools like that would help demystify key concepts, speed up learning, and boost broker confidenc, especially when time is tight and every decision matters.

David Hand,

Marketing manager at Lakeshield The opportunity offered by AI is in making the industry more transparent, accessible, and user-friendly, and there’s real potential in tools for brokers.

For example, most lenders publish the same core product info in slightly different ways: websites, PDFs, press releases, lending criteria documents, and similar sources.

An AI tool that could pull, interpret, and compare all that data would save brokers time and improve enquiry success rates. That’s especially valuable for newer brokers who might not have established BDM relationships or in-depth knowledge of who might lend on a particular case, and why.

Ultimately, the potential and efficiencies are increasingly hard to ignore across the industry. In a previous role marketing AI to law firms, we used a line that still holds true: “Let machines do the work they are good at, so you can focus on what you’re an expert at.”

Jourdan Rajwan

Head of lending at CSBF Capital Partners There are some aspects of human thinking that I can’t imagine being replicated. For example, you can’t replace judgement or commercial awareness, but when paired with AI, it can be an extremely effective combination.

Underwriting is one of the most time-consuming parts of property finance and requires 100% accuracy. It would be great to see AI-based educational tools that support the underwriting process in real time. For example, tools that highlight key risks from valuation reports, flag inconsistencies or identify comparable data would help speed up learning and build further confidence in decision making.

Similarly, AI tools which accurately summarise legal documents and propose legal enquiries would help new team members get up to speed without solely relying on busy solicitors.

Longer-term, a tool that can prepare or review financial models, estimate risk factors and flag potential default indicators with full reasoning and context would be a powerful education tool and deal assessment feature. Realistically, we’re still several years away from predictive modelling or AI-driven decision-making.

Bridging & Commercial

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The Cut

WHAT KIND OF AI-BASED EDUCATIONAL TOOLS OR FEATURES WOULD YOU LIKE TO SEE DEVELOPED SPECIFICALLY FOR BRIDGING FINANCE PROFESSIONALS? Jodie Andrews

Head of marketing (sales and partnerships) at One Mortgage System AI that breaks down FCA updates and product changes into plain language with examples relevant to brokers so they can better explain it to clients. Bridging is not well known by customers, and brokers understanding how to best communicate to potential borrowers, like risks and timelines, could ensure transparency and consumer understanding.

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Giving the brokers the tech they want

Jack Rogers

News

This summer, Keychain launched bridging and commercial workflows after it noticed firms were adapting its resi platform for specialist cases. CEO Jack Rogers talks about making brokers’ lives easier and what they can expect next

Words by

JACK ROGERS CEO at Keychain Photography by

CONNIE BURKE

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Jul/Aug 2025

News

S

ince its launch in 2023, Keychain has steadily grown from a smart digital onboarding tool for residential advisers into a full client platform used by hundreds of firms across the mortgage market. While it started life supporting straightforward mortgage and protection advice, it is now entering a new phase, shaped by complexity, speed and increasingly time-sensitive transactions.

This summer, the company launched a suite of specialist workflows for bridging and commercial cases, giving brokers in this space access to tools designed specifically for the way they work. It is a natural progression for the business and one that reflects how broker needs are changing. With deal timelines tightening and compliance demands rising, systems primarily built for the vanilla residential and buy-to-let space just don’t cut it any more.

AUTOMATION, INTEGRATION One of the most powerful parts of the Keychain platform is its use of automation and AI. The AI is not a gimmick—it is there to handle the repeat tasks that weigh brokers down. That includes document checks: the system can detect missing documents, inconsistences in information, including in the fact find or unusual transactions on bank statements, flagging them before they become problems.

It also manages client follow-ups, chasing outstanding documents or incomplete forms without the broker needing to intervene. It is particularly useful in bridging, where everyday matters and small delays can lead to deals being lost.

As the platform continues to evolve, Keychain is already working on deeper integrations with lenders and sourcing platforms. The goals are to reduce rekeying, streamline submission and let brokers push case data straight into lender systems.

On the roadmap are enhanced compliance tools for larger firms, as well as new workflows for advice areas with similarly complex requirements, such as later-life lending, second-charge loans and small-business finance.

We are always listening to what brokers need. Almost everything we build comes from users telling us what would make their lives easier.

A BRANDED BROKER BACK OFFICE Keychain was built to tackle a very specific problem: the inefficiencies brokers face when onboarding clients. In 2023, many firms were still emailing PDFs, requesting documents in dribs and drabs or relying on generic CRM systems that were not designed with mortgage advice in mind.

So the company built a platform that gave brokers their own branded client portal where customers could complete digital fact finds, upload documents, sign agreements and track progress from any device. It was not about reinventing the wheel; it was about removing the back and forth that slowed everything down.

Residential advice was the natural starting point. Most early adopters were focused on first-time buyers, remortgages and buy-to-let deals.

But, over the last two years, something shifted. More and more firms began using Keychain for bridging and commercial cases, even though the platform had not been built for it.

We were seeing firms use the system for bridging even before we had workflows for it. They were adapting the platform manually because it still saved them time, but we knew we could do better.

REFINING IN RESPONSE Keychain’s move into bridging and commercial is not a pivot—it is an extension of what the platform already does. It is still about client onboarding, document handling and case management. But now it is tailored to the way specialist finance works.

For brokers operating in this space, the time savings can be substantial. It is not just about fewer emails, it is about cleaner case files, quicker turnaround times and better compliance.

The launch of the bridging and commercial workflows has been shaped by broker feedback. The development team at Keychain is continuing to work closely with users to refine features, introduce integrations and support more use cases.

With greater regulatory pressure, tighter margins and higher expectations from clients, the need for smarter broker-led tech will only increase.

We are not trying to be everything to everyone. We want to be the best at what we do, making the onboarding and advice process smoother for brokers in any part of the market.

Brokers deserve systems that match the pace and complexity of the work they do. With our new workflows and plenty more to come, we are building tech that keeps up.

FROM WORKAROUND TO WORKFLOW That demand made the next step clear. Brokers needed something purpose built for specialist finance, not just a workaround.

Bridging and commercial transactions are entirely different from mainstream mortgages. They are faster, often more complex and much more document heavy. Brokers may be dealing with limited companies, layered securities, unusual ownership structures or tight deadlines.

These cases do not follow a neat linear process.

But the tools available to brokers have not kept pace. Most systems were built around straightforward residential mortgages: structured fact finds, templated compliance and products with fixed repayment terms. That is fine for a five-year fix. It does not work for a two-week bridging loan secured against a part-built asset.

That is why Keychain launched dedicated workflows for bridging and commercial finance. Fact finds dynamically adjust to suit the unique circumstances of each case, request specific documentation and set up automated reminders to keep things moving. This reduces friction, saves time and ensures critical steps are not missed.

It is not about taking the broker out of the process—it is about giving them time back so they can focus on advising rather than admin.

Bridging & Commercial

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“WE ARE NOT TRYING TO BE EVERYTHING TO EVERYONE. WE WANT TO BE THE BEST AT WHAT WE DO, MAKING THE ONBOARDING AND ADVICE PROCESS SMOOTHER FOR BROKERS IN ANY PART OF THE MARKET”

Advertorial

At Beaufort Bridging, In the bridging market, where speed and turnaround time is often given top billing, it is the ability to deliver with certainty that is becoming the true mark of a standout lender. For Beaufort Bridging—a recently launched sister company to multiple award-winning development lender Beaufort Capital—this focus on deliverability is central to its proposition.

With over a decade of

“What sets us apart is our ability to execute with confidence,” says Richard Titcombe, associate director at Beaufort Bridging.

“Our clients and professional contacts all have a story about a borrower who has been left in limbo after a lender let them down at the last minute. We understand how frustrating it is when lenders are unable to execute, or when funding lines aren’t stable. Our approach is built around certainty, as well as speed,” he adds.

Beaufort Bridging can lend across all asset classes and primarily focuses on residential and commercial bridging loans with typical uses including acquisition, equity release, stabilisation, and development exit. Some of the bridging projects Beaufort has supported are stepping stones to development, and it’s in these scenarios that its background pays dividends.

Beaufort Bridging can fund from £1m to £75m and above.

Projects with high levels of complexity and nuance have been a cornerstone of Beaufort Capital’s underwriting over its lifetime, and the same approach is true of Beaufort Bridging.

Deals are assessed with a clear understanding of the full lifecycle, including planning risk, market conditions, exit options, and onward development, where relevant. This allows the team to move quickly, while still maintaining a rigorous, realistic view of project viability, in turn enhancing certainty of execution.

“We don’t overpromise—if we say we’re going to fund something, we do,” Richard expresses. “We rigorously appraise all opportunities that we receive to try and mitigate as many issues as early as possible. This then enables us to execute reliably, and that is critical for our borrowers—especially when they’re working to tight deadlines or complex commercial arrangements.”

experience structuring senior, stretch-senior and mezzanine development finance across Great Britain, Beaufort Capital has built a reputation for disciplined underwriting, institutional standards, and the ability to deliver when it matters. These attributes are now being channelled into the short-term space through Beaufort Bridging.

Bridging & Commercial

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Advertorial

certainty counts

This focus on deliverability is underpinned by the operational infrastructure of Beaufort Capital, including institutional backing and proven systems for due diligence, credit assessment, and risk monitoring. It also means Beaufort Bridging benefits from the group’s established governance and funding relationships, an edge that is especially valuable in a market where some new entrants do not have well-established roots.

Crucially, Beaufort Bridging also offers continuity for developers who may later require full development finance. Via Beaufort Capital, borrowers can seamlessly transition from short-term bridging to longer-term development facilities without the friction of reintroducing their deal to a new team. It may also be possible to agree development terms, alongside the bridge terms, to give the borrower peace of mind and certainty of capital for the project through to completion.

In a market saturated with new entrants and marketing-heavy propositions, Beaufort Bridging is quietly positioning itself as a lender for borrowers who value substance over slogans, and who need funding that not only completes quickly, but completes reliably.

As market conditions remain uncertain and the cost of execution when needed can be critical, deliverability is likely to become an even more important differentiator. For Beaufort Bridging, it’s always front and centre.

Website: Beaufortbridging.co.uk Contact Number: 0203 0266 143 Email: enquiries@beaufortbridging.co.uk

Bridging 25

Jul/Aug 2025

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RISK, ADAPTABILITY, AND THE POWER OF COMMUNICATION Gareth Lewis has moved from commercial director to deputy CEO at MT Finance. He discusses how his scope is significantly wider, keeping up with brokers, and meeting market demand with commercial mortgages Words by

GARETH LEWIS

Deputy CEO at MT Finance Photography by

CONNIE BURKE

Gareth Lewis

Exclusive

CONGRATULATIONS ON YOUR NEW APPOINTMENT. YOU'VE BEEN AT MT FINANCE SINCE 2018. HOW HAS YOUR LEADERSHIP APPROACH CHANGED WITH THE MOVE FROM COMMERCIAL DIRECTOR TO DEPUTY CEO? It's an honour to take on this new challenge. My journey at MT Finance, from commercial director to deputy CEO, has naturally evolved my leadership approach. As commercial director, my focus was very much on the tactical execution and growth within our bridging and, latterly, BTL divisions. It was about refining our processes, optimising product development and ensuring service excellence, and that was evident in how we showed up in the market.

As deputy CEO, my scope has broadened significantly TALK TO US ABOUT STRATEGY. HAVING LAUNCHED to encompass a more holistic view of the entire group.

BRIDGING, BTL AND, MORE RECENTLY, THE This shift will require a greater emphasis on strategic COMMERCIAL DIVISION, WHAT WILL YOU BE FOCUSING foresight, cross-divisional synergy and nurturing our ON SCALING OR INTRODUCING IN YOUR NEW ROLE? long-term vision. I've moved from leading specific areas to overseeing the integrated success of all our divisions, Our strategy at MT Finance has always been about identifying underensuring they complement each other and contribute served markets and finding ways to bridge that gap through flexible, to our overarching growth strategy and vision of being efficient lending solutions. With our bridging and BTL arms firmly the go-to specialist lender in the market. I’ll be working established and with the recent launch of a commercial division, my to ensure we empower our talented teams across the focus in the coming months will be on scaling our existing successful business and foster a culture of innovation and collabproduct lines while maintaining our renowned reputation for service and oration that drives our collective success. solution-based lending. We'll be looking at ways to deepen our market penetration in all three areas, leveraging our strong relationships with brokers and borrowers.

Specifically, for commercial mortgages, the immediate priority is to solidify our position as a leading provider. We'll be focusing on building out our team, expanding our product offering within the commercial space to cater to a wider array of property types and borrower needs YOU'VE STEERED THE BUSINESS and refining our underwriting processes to ensure we deliver on our DURING THE PANDEMIC—ARGUABLY promise of efficiency.

ONE OF THE TOUGHEST ECONOMICAL Beyond that, we are always exploring opportunities for strategic ENVIRONMENTS TO LEND IN. partnerships and technological advancements to enhance the borrower HOW DO YOU VIEW THE CURRENT journey and streamline our operations even further. While we have no MARKET STABILITY AND WHAT immediate plans to launch entirely new divisions, we are constantly WILL MT FINANCE BE DOING TO monitoring the market for emerging needs where our specialist lending LEVERAGE OPPORTUNITIES? expertise can add significant value.

The pandemic was, indeed, a learning curve period but it also showcased the resilience of MT Finance and the importance of agile, solutions-oriented lending.

We emerged stronger by maintaining our focus on sound underwriting and strong broker relationships.

Currently, I view the market as being in a period of cautious stability with significant underlying opportunities. While interest rates have seen fluctuations and there are ongoing economic pressures, we are seeing a normalisation of activity and a clear demand for specialist finance.

Property investors and businesses are adapting to the new landscape, and many are seeking flexible funding solutions that traditional lenders may not be able to provide.

MT Finance is uniquely positioned to leverage these opportunities.

Our established reputation for speed, flexibility and commonsense underwriting sets us apart. We will continue to proactively engage with brokers to understand their clients' evolving needs and innovate our offerings to meet specific market demands, as exemplified by our new commercial mortgage business.

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“WHILE INTEREST RATES HAVE SEEN FLUCTUATIONS AND THERE ARE ONGOING ECONOMIC PRESSURES, WE ARE SEEING A NORMALISATION OF ACTIVITY AND A CLEAR DEMAND FOR SPECIALIST FINANCE”

“WE WILL CONTINUE TO PROACTIVELY ENGAGE WITH BROKERS TO UNDERSTAND THEIR CLIENTS’ EVOLVING NEEDS AND INNOVATE OUR OFFERINGS TO MEET SPECIFIC MARKET DEMANDS, AS EXEMPLIFIED BY OUR NEW COMMERCIAL MORTGAGE BUSINESS”

Exclusive

ARE THERE ANY LENDING CHALLENGES YOU'RE KEEPING A CLOSE EYE ON? HOW WILL YOU USE YOUR EXPERIENCE AT MT FINANCE TO OVERCOME THESE? Absolutely. Several require a keen eye. Firstly, inflationary pressures and the cost of living continue to impact affordability and borrower sentiment. Secondly, regulatory changes are an ongoing consideration, requiring us to remain agile and compliant. Lastly, the evolving dynamics of property valuations in certain sectors demand a cautious yet pragmatic approach.

My experience at MT Finance, particularly steering the business through the pandemic and other market shifts, has instilled in me the importance of proactive risk management, adaptability and strong communication. We have robust underwriting frameworks, and we maintain open lines of communication with our brokers and borrowers, providing clarity and support throughout the lending process.

We are also not tied to rigid processes and we constantly review and adapt our criteria and products to meet market realities. We will also continue to invest in technology to enhance efficiency, automate processes where appropriate and improve data analysis for better decision-making.

WHAT HAS BEEN YOUR BIGGEST LESSON THAT HELPED YOU SECURE YOUR POSITION?

My biggest lesson has been the profound importance of resilience, adaptability and unwavering commitment to our core values that create the MT Finance DNA. The specialist lending market is dynamic and you will always encounter unforeseen challenges, whether they are economic shifts, regulatory changes or unique borrower circumstances.

What truly differentiates a leader—and a business—is the ability to navigate these challenges with conviction, to learn from every experience and to adapt without compromising the fundamental principles of fairness, transparency and service excellence. This means not only embracing change but also actively seeking opportunities within it, fostering a team that is equally resilient and consistently delivering on promises. This steadfast approach, combined with a deep understanding of our market and a relentless focus on our introducer and borrower community, has been instrumental in my progression and in helping MT Finance achieve success so far.

TALK TO US ABOUT THE RATIONALE BEHIND LAUNCHING THE COMMERCIAL MORTGAGE BUSINESS. WHAT GAP IN THE MARKET ARE YOU CLOSING WITH THIS?

MAKING A COMMERCIAL MORTGAGE MOVE

The driver behind our commercial mortgage business is primarily the clear and sustained demand from our broker partners and their clients. We've identified a significant underserved gap in the commercial real estate lending market, particularly for cases that require a more nuanced, flexible and efficient approach than is often provided by traditional high-street lenders.

Many commercial property investors and businesses struggle to secure timely and tailored finance for various reasons, be it complex property types, unique borrower profiles or tight deadlines. Our existing bridging and BTL operations have consistently demonstrated our ability to handle complex scenarios with speed and common sense. By extending this expertise to commercial mortgages, we are meeting needs for greater speed and certainty of execution and flexibility for complex cases.

HOW DO YOU PLAN TO STAND OUT FROM COMPETITORS WITH THIS COMMERCIAL DIVISION?

We plan to differentiate ourselves by leveraging the very strengths that have made MT Finance successful in bridging and BTL. We will be handling cases with the commonsense underwriting approach, speed and efficiency we are already known for.

Additionally, we won't be offering a onesize-fits-all product. Our team will work closely with brokers to understand the specific needs of each deal and structure a solution that fits.

This includes considering a broad spectrum of commercial property types, from standard retail and offices to more specialist sectors such as leisure and education. We also pride ourselves on being a relationship-led lender and we will continue to invest in these relationships, providing excellent support and communication.

Bridging & Commercial

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Exclusive

CAN YOU SHARE WHERE THE JP MORGAN FUNDING WILL BE ALLOCATED TO PLACE MT FINANCE AT A COMPETITIVE ADVANTAGE IN THE COMMERCIAL SPACE?

GIVEN CURRENT ECONOMIC HEADWINDS IN COMMERCIAL REAL ESTATE, WHY IS NOW THE RIGHT TIME FOR THIS EXPANSION? ARE YOU SEEING PARTICULAR OPPORTUNITIES OTHERS ARE MISSING?

The substantial increased forward flow facility from JP Morgan is crucial to our competitive advantage in the mortgage market.

This funding gives us the ability to underwrite BTL, semi-commercial and commercial loans under one facility, positioning us as a serious player in the specialist mortgage market from day one. This scale allows us to compete effectively. With robust and reliable funding, we can offer highly competitive rates and terms, ensuring that our products are attractive to a broad range of BTL and commercial borrowers.

Essentially, the JP Morgan facility empowers us to be both agile and robust, combining our specialist lending expertise with significant financial backing to deliver a market-leading mortgage proposition.

While there is undoubtedly socioeconomic changes, we believe now is precisely the right time for this expansion. In fact, these changes are creating the very opportunities we are looking to capitalise on. As traditional lenders become more risk averse or tighten their criteria, the demand for specialist lenders such as MT Finance, which can assess risk appropriately and lend efficiently, naturally increases.

As mentioned, many commercial borrowers, particularly those with unique assets, are still struggling to access suitable finance.

We're not necessarily looking for opportunities others are missing on the surface but rather for those that require a more adaptable approach to lending. Our focus on speed and pragmatic underwriting will allow us to support these WITH THREE ESTABLISHED PRODUCT crucial transactions.

LINES, WHAT'S NEXT FOR MT FINANCE?

“WHAT TRULY DIFFERENTIATES A LEADER IS THE ABILITY TO NAVIGATE CHALLENGES WITH CONVICTION, TO LEARN FROM EVERY EXPERIENCE AND TO ADAPT WITHOUT COMPROMISING FUNDAMENTAL PRINCIPLES”

With bridging, BTL and now commercial mortgages as our established pillars, the immediate future for MT Finance is about optimising and enhancing these core offerings. We will be relentlessly focused on deepening our market penetration while continuously reviewing and refining our products within each division to ensure they remain highly competitive and meet the evolving needs of the market. This includes exploring new niches and specialist areas within commercial property, BTL and bridging sectors.

Ultimately, the goal is to solidify MT Finance's position as a leading, trusted and innovative specialist lender, providing essential capital to a wide range of property investors and businesses across the UK.

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Jul/Aug 2025

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Feature

IN REALITY

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Jul/Aug 2025

Words by

MARK RYAN

IT director at Keystone Property Finance

It’s easy to get starry-eyed about AI but, if you keep your feet on the ground and target the right area, you’ ll make life better for both staff and brokers

AI

can sometimes feel like magic. With just a few wellphrased prompts, it can plan a holiday, help you fix your washing machine or solve that spreadsheet you’ve been stuck on for hours.

But, while AI is powerful, it’s not a magic wand. Some tasks it handles brilliantly. Others it’s not so great at. Used in the wrong way, it can even be dangerous.

That’s why, at Keystone, we’re embracing AI but with clear-eyed realism about where it helps and where it has limitations.

Before diving into how we’re using it, it’s worth clarifying what AI actually means. Today, AI is an umbrella term covering everything from voice assistants and facial recognition to large language models (LLMs) such as ChatGPT, Copilot and Grok.

Most of the excitement today is around the LLMs, also known as generative AI, which create human-like responses to text input. But these tools aren’t plug-and-play solutions for every business problem.

They can be incredibly impressive in the right hands but frustrating or counterproductive when not used in the correct way.

Understanding those differences matters. Without that clarity, it’s easy to overinvest in tools that sound impressive but fail to deliver real value.

FINDING THE FRICTION We began exploring AI in depth two years ago, but it was around six months ago that we started looking closely at some very smart off-theshelf solutions. However, none of them quite aligned with our needs.

We wanted a solution that integrated seamlessly with our existing processes, rather than forcing us to adapt to its technology. So we built our own.

The first question we asked was: what problems are we trying to solve? As an intermediary-only lender, brokers are the lifeblood of our business. Therefore, if we were going to invest in AI, it had to deliver a clear, tangible benefit to them.

That meant looking closely at the day-to-day friction points in their workflow and identifying areas where smart automation could make a genuine difference. It soon became clear that AI could drastically improve the process of uploading and labelling documents.

Previously, when submitting documents for a case, brokers had to upload one document at a time, selecting a primary document type from a dropdown (e.g. “ID”). Then our internal staff would select a secondary type, such as “Passport” or “Driving licence”. Now the AI does both.

The old system worked but it was slow and repetitive. This is why we made it the focus of our first AI project.

Over the years, we have built up a rich dataset of accurately labelled documents, which proved vital for training our own supervised machine learning model.

To begin with, we used Microsoft’s Azure AI Document Intelligence to read and parse files. This data was then coupled with the labelled types, which had historically been chosen by our case managers, and used to train our model so it could learn to recognise documents and what type they were.

The new AI-powered method allows up to 50 documents to be uploaded and processed simultaneously. In the time it once took to upload a single document, the system now identifies both the primary (e.g. ID) and secondary (e.g. passport) document types. This has significantly

Feature

“AI won’t replace human judgement.

But, used well, it can still feel a little bit like it’s creating magic”

reduced the workload for brokers. It also allows case managers to begin reviewing documents sooner, meaning shorter turnaround times and a smoother experience for all involved.

The results have been fantastic. At the moment, our model correctly identifies 90% of documents. That’s great, but we expect that number to improve as the model continues to learn.

For any low-confidence cases, we’ve built in safeguards so a human checks before anything is labelled. This hybrid approach combines the speed of automation with the assurance of human oversight.

Document labelling was a natural first step for us, but we see plenty of opportunities ahead, from extracting structured data from complex documents such as valuation reports and bank statements to supporting fraud detection and risk analysis.

AI CAN’T DO IT ALL AI will never replace underwriters or make a lending decision for Keystone. That is the antithesis of what we stand for as a lender. After all, AI is just a tool.

Instead, we believe AI will help our talented staff become even better and more efficient at their jobs.

In that sense, we’re not starry-eyed about AI. It’s a fantastically powerful resource, but it can’t do and solve everything.

But, when implemented thoughtfully, it can unlock major productivity gains and help us deliver even better service to brokers and their clients.

As we delve deeper into AI, we’ll continue to explore new use cases with the same philosophy: careful, creative adoption, grounded in real-world benefit and, above all, focused on delivering better outcomes to our brokers.

That same broker-first mindset has shaped innovations such as our Refurb to Let product, which was designed with advisers to support investors taking on light refurbishment projects.

AI won’t replace human judgement. But, used well, it can still feel a little bit like it’s creating magic.

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Jul/Aug 2025

Three ways we’re helping brokers and landlords grow with confidence From smarter criteria, expert support and cashback rewards, we’re helping landlords go further

Property secured on a loan may be repossessed if repayments are not maintained.

All information correct at 07/07/25. Visit our website for further information and full terms and conditions. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority. Registered in England and Wales under company registration no. 09872265 at Suite 101, The Nexus Building, Broadway, Letchworth Garden City, Hertfordshire, SG6 3TA.

Our team of in-house experts aren’t just from finance.

We come from the sites, the agencies, and the property world itself. MSP Capital can offer you more than just funding - we provide understanding.

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From standard deals to complicated lending, we’re here to assist you and your customers.

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Explained

HOW AI GETS SMART The more AI is used in lending, the more it learns and the more pertinent and valuable it is to business. So, start using it as soon as you can

C

ompound interest is a familiar concept in lending—but what about compound learning?

Just as interest builds upon itself to create rising returns, so too can learning. In AI, the interactions and decisions provide data that builds up to help it become smarter every day. Compound learning enables technology to evolve continually, becoming sharper, more relevant and more valuable with every use. For lenders and brokers, it means the earlier they engage, the greater the longterm rewards.

This isn’t a futuristic concept for specialist finance. It’s already transforming the way lenders operate. Yet, while some tools simply automate tasks, intelligent systems built specifically for financial services do much more—they learn and get better. That shift, from static automation to adaptive intelligence, is where the real value lies.

FROM AUTOMATION TO INTELLIGENCE Traditional automation in lending has its place. Workflow tools, rules engines and chatbots help streamline routine processes. But these are fixed systems. They follow hard-coded logic and do not improve with time.

Modern AI is fundamentally different. It learns from real-world cases, customer conversations and process outcomes. Every document submitted, every question answered and every application processed sharpens the system further. This is compound learning in action.

At Nivo, we’ve built an AI engine specifically for the nuances of specialist finance and bridging around this principle. Purpose-built for lenders and brokers, our agentic AI handles key parts of the lending journey, from document collection to customer qualification, and getting smarter with each use.

Bridging & Commercial

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Explained

TER EVERY DAY EARLY ADOPTION, LONG-TERM GAINS

Words by

MATTHEW ELLIOTT

Co-founder of Nivo

After seven years working exclusively in lending and financial services, our company has created technology that reflects sector demands. Our AI doesn’t need a glossary to understand DIPs, AVMs or LTV thresholds.

It’s fluent in finance.

This sector-specific approach enables the AI to support more than just admin. It becomes a true digital assistant, capable of supporting underwriters, enhancing compliance and achieving the right outcomes more quickly.

So, what does this mean for you? In lending, efficiency means more than speed. It’s about precision, compliance and customer experience. The earlier a firm adopts AI, the more tailored and effective that AI becomes to their business. Over time, it develops into an asset that compounds value.

When lenders deploy agentic AI built specifically for lending, they’re not just installing a tool but embedding a learning agent into their workflow that understands their products, underwriting preferences and customer segments. Every interaction trains it further and, crucially, that intelligence stays within the business.

Compare this with generic automation or off-the-shelf generative AI. These tools may offer convenience but lack the ability to adapt to the nuances of more complex lending environments such as bridging, second-charge or development finance. Domain-specific AI does not rely on cross-checking against rigid lending criteria and can help to deliver a slicker process even where individual circumstances would traditionally need a labour-intensive, hands-on approach.

SCALING UP OPERATIONS, NOT COSTS For many lenders, growth historically meant headcount. More cases meant more people. But AI changes this equation.

With purpose-built agentic AI, firms can scale up their operations without inflating costs. The AI handles repeatable, time-intensive tasks, freeing up teams to focus on high-value work such as decision-making, relationship management and business development.

This delivers tangible benefits to borrowers, such as a shorter time to offer, greater broker satisfaction and increased throughput, all while maintaining quality. Because the system gets smarter with use, these gains continue to multiply.

PAIN POINTS PREVENTED Ask any broker where time is lost in a case and they’ll probably point to the same hotspots: chasing documents, clarifying details and resolving inconsistencies. These aren’t minor delays—they’re the cracks where deals fall through and they are particularly prevalent in bridging lending where application volumes are consistently much higher than completions. A significant number of deals fall through.

At Nivo, we think that our agentic AI can help to address this. It prompts customers in real time for the right information, collects structured data securely and keeps cases moving. Whether it’s requesting ID documents through a secure link or adapting follow-up questions based on the context of an application, the AI ensures smoother progress, better-quality data and faster resolution. Because the system learns from every case, it starts to predict needs, pre-empt gaps and guide smoother communication across all parties.

TRUST AND TALK For AI to be trusted in finance, it must be secure, auditable and compliant.

Data privacy, identity verification and traceability are non-negotiable.

Bank-grade encryption, full audit trails and secure messaging are core.

This allows brokers and customers to exchange sensitive data with confidence, without relying on email or unregulated messaging apps.

AI in lending is not about replacing people. It’s about empowering them, with tools that evolve, adapt and support smarter decisions. It’s also about leadership—helping the market understand what it looks like when used responsibly and intelligently.

At Nivo, we believe in visible, explainable, human-aligned AI. We want to break down the silos of discussion about the adoption of AI in lending and help to facilitate an industry-wide approach that benefits everyone—lenders, brokers and customers.

There is no excuse for sitting on your hands and watching from the sidelines. The sooner you start, the smarter your systems become.

Intelligence really can compound.

SPECIALIST AI TRAINING Not all AI is created equal. Tools trained on internet data or generic business use cases may function in broad terms but lack depth where it matters most—nuance, product complexity and broker-lender dynamics.

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Jul/Aug 2025

We challenge convention and set a new standard in specialist property finance.

We’re uniquely different: • Direct access to a mandated Underwriter.

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• Our success is built on relationships.

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• It’s not just property finance. It’s a way of life.

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Explained

Bridging finance has left its niche to become a strategic growth tool. This ups the pressure on lenders and brokers to deliver quick, efficient services—which is increasingly being powered by the right technology running in the background

Words by

NEAL JANNELS

Managing director at One Mortgage System

ADAPTABLE PLATFORMS

Bridging finance is fast becoming the go-to solution for intermediaries, with clients looking to move quickly and confidently in an increasingly complex housing and mortgage market. Whether it’s securing a property at auction, funding a time-sensitive development or unlocking capital between transactions, bridging loans are being used more strategically than ever.

The latest quarterly data from the Bridging and Development Lenders Association has revealed a strong start to 2025, with figures defying seasonal norms to continue this growth.

New bridging loan completions totalled £2.8bn in Q1 2025, matching the record set in Q4 2024, a period that typically sees less activity because of the seasonal slowdown. At the same time, new applications surged to £18.34bn, a 55.3% increase on the previous quarter, marking an unprecedented spike in demand.

Such momentum reflects both investor appetite and growing confidence in the sector. But it also points to a wider shift: a growing reliance on technology to power both broker and lender operations, with CRM systems and lender-facing origination platforms at the heart of this digital transformation.

Historically, tech platforms have struggled to accommodate the complexities of bridging or commercial finance. These cases often necessitate rapid decisions, bespoke structuring and nuanced underwriting, requirements that used to be hard to automate. But that has changed.

CRM systems have evolved to offer fully configurable solutions tailored to meet the needs of brokers active in the bridging and commercial space.

We like to think that we have been instrumental in helping to speed up decision-making and removing bottlenecks. The introduction of API-driven application submissions, instant sourcing capabilities and two-way data exchange means brokers can move from enquiry to submission without leaving our platform. As bridging continues to demand speed, this seamless approach is becoming essential.

The added benefit is that modern CRMs don’t just streamline applications; they actively support better advice, compliance and retention.

Brokers can monitor key milestones, automate communications and centralise case data, all while remaining responsive to client needs. These systems are not only efficient but also play a critical role in embedding consumer duty standards throughout the client journey.

THE HIGHTECH ENGINE ROOM Bridging & Commercial

46

Explained

“With demand and average loan sizes holding steady, operational efficiency is what will separate market leaders from the rest”

ORIGINATION AS BACKBONE On the lender side, the adoption of modern origination systems has become just as critical. Lenders diversifying into bridging, BTL or semi-commercial spaces require systems capable of managing complex underwriting, rapid decision cycles and compliance across multiple product lines. Our origination platform is now being used by lenders such as Nomo, MT Finance and Market Financial Solutions (MFS) to support this kind of agility.

Scalability, modular design and compliance-ready features are key to helping specialist lenders adjust quickly to shifts in the market, whether creating propositions or adapting to regulatory change. Crucially, such systems cater to the growing intermediary market, which the Intermediary Mortgage Lenders Association predicts will rise to 89% of all mortgage business by the end of 2025.

FASTER COMPLETIONS AND CONVEYANCING Technology is also playing a direct role in improving turnaround times.

One Mortgage System’s data shows application-to-completion times in bridging fell from 79 days in 2023 to just 57.5 days in 2024, a 27% reduction. With the latest industry-wide data pointing to an average of 32 days in Q1 2025, the message is clear: digital transformation is delivering tangible results.

It’s not just brokers and lenders driving this shift. The Open Property Data Association (OPDA), which aims to standardise and digitise property data, is also playing a key role in reducing delays, particularly in conveyancing, one of the most common pinch points in a bridging transaction.

Using OPDA standards, some firms are now achieving exchange of contracts in just 15 days, with “zero fall throughs, zero fraud”. Being the first intermediary voice on OPDA’s executive committee gives me valuable insight into the challenges faced across the entire property chain, which can help to uncover and drive efficiencies that benefit both advisers and lenders. These developments highlight just how powerful cross-industry collaboration can be in resolving long-standing friction points and enabling faster, more secure property transactions.

GETTING AHEAD IN STEADY TIMES With demand and average loan sizes holding steady, operational efficiency is what will separate market leaders from the rest. Backed by the right originations technology, lenders gain the ability to scale specialist lending quickly, safely and competitively. This efficiency also extends to brokers, who are increasingly using tech solutions to cut back on time spent on admin, reduce errors and strengthen compliance processes.

At the same time, they benefit from stronger client engagement, better use of data, digital fee collection and the ability to capture detailed client information, all vital elements in establishing and supporting long-term client relationships.

Simon Tippett, head of change at MFS, has some advice: “There are a few key qualities to look for in a tech partner. For starters, they must have a deep understanding of the nuances around specialist finance.

The tech must be secure, and compliant with the industry’s needs. Once these essentials are locked down, you need evidence for its capability, and that it can be utilised at scale. All the while, it must demonstrate clear innovation, while being in tune with your culture and strategic vision. The solution must be able to keep on top of all this with ongoing support and service levels. Simply put, the right tech partner is more than a vendor—it’s a strategic ally.”

In summary, bridging finance is no longer a niche product; it has evolved into a strategic growth area and managing that growth requires systems designed for specialist products, rapid execution and regulatory compliance. As demand increases, so does the pressure on brokers and lenders to deliver efficiency, clarity and a seamless experience—something that’s increasingly powered by the right technology behind the scenes.

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Jul/Aug 2025

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Cover Story

IS THE PRESSURE TO ADAPT TO AI As government and industry race to embrace AI, cracks are beginning to show. Systematic weaknesses resulting in poor or incorrect data could derail valuations, kill deals, damage reputations, and leave firms open to legal action.

We speak to experts about the dangers lurking beneath the surface—and what businesses must do to stay protected

Words by

DHUHA AL-ZAIDI

Bridging & Commercial

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Cover Story

CAUSING MORE HARM THAN GOOD? Only until recently, AI felt like a futuristic concept. Just a few years ago, firms were toying with the ideas of what it could be used for and getting to grips with OpenAI platforms such as ChatGPT. It has since become so embedded in our business operations and daily lives, it’s practically part of the furniture.

“IF WE’RE NOT When it comes to the specialist finance industry, speed CAREFUL, WE RISK is naturally of the essence. Automation has BAKING IN THE VERY aided the execution of deals, making the “THEY’RE USING BIASES WE SET OUT TO application process faster than ever. Finance firms have been able to leverage AI in countAVMS BECAUSE THEY SOLVE” less ways; from credit underwriting decisions HELP STREAMLINE to detecting fraud, the benefits are apparent.

EARLY-STAGE TASKS, One notable AI tool that lenders have been increasingly AND MOST STILL LEAN integrating into their operations is the AVM, owing to its ability to value properties in an instant. Firms opting ON THEIR LOCAL to use this claim it increases its efficiency, where time, EXPERTISE TO FINEmoney and resources are concerned. According to the TUNE THE FIGURE. THE latest EY UK Bridging Market Survey, almost half of firms RISK IS WHEN THAT are adopting this practice, and 33% plan to use it in the next 12 months.

SECOND STEP GETS However, software platform Alto’s latest findings shed SKIPPED, AND THE light on a new problem in AVM use that may raise issues AVM IS TREATED AS regarding ethical compliance for specialist finance firms.

GOSPEL. THAT’S WHEN AVMs “routinely” undervalued properties, bringing a risk that could cost sellers tens of thousands of pounds, SELLERS LOSE OUT”

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Jul/Aug 2025

Cover Story

according to a survey of 250 estate agents. In addition, most (87%) respondents polled by Alto felt that AI-powered valuation tools failed to reflect a property’s true value, including in northern, rural, and lower-income regions. Alto’s internal report, published in June, also highlighted that the least accurate valuations occurred in properties in rapidly changing markets (27%), rural “THERE IS A DANGER locations (23%) and transitional neighbourhoods (21%).

The regions where estate agents were most likely to OF GOING TOO FAR flag AI under-valuations were the North East and the THE OTHER WAY AND of England, both standing at 22%, and Yorkshire BUILDING ON NOISE TO East and the Humber at 21%.

THE POINT THAT YOU While 73% of survey participants admitted they do END UP WITH MORE AI not always trust the tools they use to calculate values, as many as 78% relied heavily on AI or AVMs, and 23% HALLUCINATION” said they “always” used it.

When asked about the rationale behind conducting the report, Mark Hook, a spokesperson for Alto, tells Bridging & Commercial: “We kept hearing the same thing from agents and our internal teams—that automated valuation tools were becoming a daily part of the job, but not necessarily a trusted one.

“Agents were relying on AVMs but didn’t feel those valuations reflected reality, especially in areas like the North or for properties with unique features. That disconnect was too important to ignore, so we dug deeper to understand just how widespread the issue was and what it means for agents and sellers alike.”

Entrusting an unreliable tool to carry out valuations, despite the lack of confidence in its results, may seem a questionable practice but, for professionals using AVMs, it comes down to one thing: “It’s time pressure, pure and simple,” explains Mark. “Most agents are juggling more listings with fewer hours, and AVMs offer a fast starting point. But fast doesn’t always mean right. They’re using AVMs because they help streamline early-stage tasks, and most still lean on their local expertise to fine-tune the figure. The risk is when that second step gets skipped, and the AVM is treated as gospel. That’s when sellers lose out.”

Local expertise remains essential, with human input—such as underwriters conducting valuations—proving critical for accurately assessing properties in undervalued areas. It is warned that continued reliance on unreliable AVMs could even undermine investor confidence. “The effects ripple out from sellers missing out on fair value to buyers struggling to secure lending. Over time, that can depress confidence and investment in whole regions. Technology should be a leveller, not a divider,” Mark asserts. “If we’re not careful, we risk baking in the very biases we set out to solve.”

Alto’s findings expose underlying concerns that go beyond valuation accuracy, highlighting the urgent need for ethical lending practices and cautious AI integration into a sector built on safeguards.

To explore how the industry can protect itself, Bridging & Commercial speak with legal figures about balancing innovation with compliance in the face of escalating AI use. To put it simply: what happens to specialist finance firms when the UK is encouraging more AI use in finance without fully solving bias?

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Britain bets on AI The UK government is betting big on AI, and the proof is in the financial pudding. It is expected that the UK AI market will grow to over $1 trillion US dollars (approximately £0.74bn) by 2035, and several initiatives have been put in place to strengthen the UK’s global competitiveness in AI development and adoption. An example is the FCA’s launch of the Supercharged Sandbox and AI Live Testing proposal, which aim help firms experiment safely with AI as part of a five-year strategy.

This comes at a pivotal time when specialist firms need clarity on AI as they continue to implement it.

Bias and regulatory risks In December 2024, the FCA undertook research looking at AI bias to raise public awareness and discussion about the matter. The literature review identified multiple sources of bias in supervised machine learning.

It found that bias could lead to unfair or discriminatory outcomes.

Based on existing literature, one perception of bias is conditional demographic disparity, which asks, for example, whether the same proportion of two groups of people get a loan, on the basis that they have suitable characteristics, such as being employed. However, the FCA says there may be methods to mitigate this bias.

But as algorithms take on decisions once made by human hands, subtle warning signs are creeping in—and, in property valuation, these risks must be addressed.

“IF A SELLER “Despite affordability issues, the lending market remains PRESENTS AN ASSET highly competitive and many of our clients are keen to use AI, VALUATION DERIVED particularly GenAI, to gain a competitive advantage. However, along with many benefits, such as efficiency, speed and autoFROM A BLACK-BOX mation, the use of AI also presents several challenges,” says AVM, BUYERS AND Rachel Brown, managing associate within the commercial THEIR PROFESSIONAL dispute resolution department at Penningtons Manches Cooper.

ADVISERS MAY “The most pertinent issue we are discussing with our clients now is how to effectively leverage the potential of AI to QUESTION ITS gain a sustainable, competitive advantage, while mitigating CREDIBILITY” against the heightened systemic risk. The legal ramifications of getting it wrong are significant, so we are encouraging clients to proceed carefully.”

While there is appetite to harness the many uses of AI, Rachel points to litigation and regulatory risks, reputational damage, and business failure as just some of the issues arising from unsupervised AI use. “The government and regulators also need to address the potential impact of integrating advanced AI systems within our economy, particularly in high-stakes sectors such as financial services,” she notes.

Zachary Bawa, sales director at Rosemount Financial Solutions, believes AI is too inconsistent for the industry to depend on. “One of the big challenges with AI to date has been that it has been framed unsupervised as it is largely based on broader information available

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on the internet. Because of that, AI systems can misinterpret the results, or you can get AI hallucinations [where incorrect or fake data is produced and presented as real], which calls into question how well it can be relied upon,” he says. “Instead, we really need stronger control and a more robust architecture for AI, and only from then can we build something more fine-tuned and domain specific,” he argues.

In the specialist law sector, Anastasia Ttofis, CEO and “I THINK IT co-founder of iLA, built her business with the purpose of LIKELY THAT THERE integrating technology and AI to turn outdated legal practice WILL BE LEGAL on its head. She’s reaped the rewards; the speed, efficiency, and accuracy of her workload has improved while she has CHALLENGES FROM retained the human touch—something vital in high-stakes BORROWERS WHO transactions.

FEEL THEY’VE BEEN Her outlook on AI is generally positive, but she recogDISCRIMINATED nises that without an AI consultant—theirs is Max Bryden, who works and shares his expertise with brokers, solicitors, AGAINST BY and lenders—many firms don’t know where to start. “For AUTOMATED some, AI is like a mental block and [there is a] reluctance DECISION-MAKING to shift from what’s familiar. They may be using outdated TOOLS” systems that can’t integrate with new tech without costly workarounds,” she shares.

This, she says, leads to regulatory and compliance worries, or uncertainty about how AI decisions might be challenged or scrutinised.

“The danger is scaling biased or untested models too quickly. A ‘move fast and break things’ approach might work in low-risk tech sectors but, in finance, the stakes are too high,” she warns.

Trust and compliance The FCA has emphasised the necessity for AI models to be explainable and free from bias. Many AI systems are black boxes and, despite offering accurate results in some instances, they cannot explain how they have arrived at them. This lack of transparency is a concern to regulators as AI decisions could be made that affect firms without anyone being able to understand how they were made.

“Trust in any AI tool starts with transparency. If finance professionals don’t understand how a valuation is being calculated or what data it’s based on, how can they rely on it?” Mark questions.

He reiterates that, for AVMs to work in a professional setting, they need to be auditable, explainable, and accountable. “That’s especially true when it comes to compliance. If an AVM becomes the sole basis for pricing or lending decisions, then transparency can’t be optional,” he states.

For Rachel, these biases stem from the people involved and training data used. “Humans are innately biased. Normally, we seek to recognise and overcome those biases but, if the data used to train the AI model is not representative, the AI model will learn those biases. This is likely to result in unfair and/or discriminatory outcomes,” she concludes.

In the case of regional properties, the historical lack of diverse property data in regions such as the North explains why AVMs are

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unrepresentative. “With regional bias, it’s a difficult challenge as usually, with any system or software, the more data you have, the more accurate the result. If regions have little activity or properties within them, then naturally you aren’t to have the level of data that you might with a city centre,” shares Zachary. “There are ways to enrich the data, but then there is a danger of going too far the other way and building on noise to the point that you end up with more AI hallucination.”

“VERIFYING AIFor Mark, this solution starts by a combining two forces: GENERATED INSIGHTS “AVMs struggle to reflect rapid market shifts or individual IS ESSENTIAL, property upgrades. The answer isn’t to scrap but to evolve them; blend machine learning with on-the-ground knowledge PARTICULARLY and build in feedback loops that let agents flag inaccuracies,” WHEN ASSESSING he recommends.

THE IMPACT OF The FCA’s AI principles are clear: “AI systems should not REGIONAL ECONOMIC undermine the legal rights of individuals or organisations, discriminate unfairly against individuals, or create unfair SHIFTS OR EMERGING market outcomes.”

LEGISLATION—FACTORS Curious to investigate the legal implications of AI-biased AN ALGORITHM MAY outcomes in property valuations, we question more legal experts.

NOT YET REGISTER” Reliability is an issue, according to Jamie Lasaki, corporate and commercial solicitor at Healy’s: “If a seller presents an asset valuation derived from a black-box AVM, buyers and their professional advisers may question its credibility, particularly if the methodology cannot be interrogated or challenged. This opacity can complicate price negotiations and, in some cases, lead to requests for traditional valuations as a condition to proceed.”

Jamie has come across cases where investors considering the acquisition of a property-holding SPV discovered that automated systems used in property valuations or tenant risk assessments had been insufficiently audited. The dangers were clear. “Without human oversight, AI tools risk non-compliance and bias, potentially deterring buyers or investors if data protection and transparency aren’t ensured,” she says.

Alice Keenan, real estate trainee solicitor at Healys expands on this argument further: “The severity here is that without said human oversight, AI-powered analysis can impact deal value or derail a transaction entirely. While AI tools can excel at identifying market trends and mapping geographical correlations that may influence value, they cannot replace human judgement. Verifying AI-generated insights is essential, particularly when assessing the impact of regional economic shifts or emerging legislation—factors an algorithm may not yet register.”

Alice also says that AI systems may lack real-time awareness of legal changes, meaning over-reliance can result in critical oversights.

“Missed variables can distort valuations, leading to inflated LTV ratios and financial consequences. In short, AI can be a powerful tool, but only when paired with professional judgement,” she clarifies.

This sentiment is shared by Juliet Baboolal, a real estate solicitor at Gunnercooke. She argues that there may be misunderstanding between adopting technology at a fast pace and giving brokers and borrowers what they want. “Specialist finance clients often struggle with understanding how AI can enhance efficiency while mitigating risks. ​W hile automation and AI-driven tools are helping lenders

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deliver faster decisions and streamline processes, there is an equally important need to balance these advancements with personalised human support,” she explains.

According to Anastasia, failing to consider this could tarnish the industry’s reputation with unreliable results. “It’s not good enough to say, ‘the system decided’. As businesses, we also need to be adaptable and flexible—to understand a client’s position and be able to explain why something hasn’t been agreed. If a lender can’t “WE NEED PROPER do that, it erodes trust in both their brand and the wider OVERSIGHT OF THE market,” she asserts.

AI TOOLS BEING According to Rachel, concerns around AI influencing lending decisions are growing. “We expect to see a growth USED BY BUSINESSES of litigation in this area as the regulatory environment TO ENSURE THAT evolves, and the use of AI tools become more prevalent. The ANYONE WHO full impact of AI bias within the lending market is likely to FEELS THEY HAVE be far more wide reaching.”

Rachel clarifies that AI bias may be impacting credit BEEN ADVERSELY scoring, borrower credit ratings, and lending decisions more AFFECTED broadly. This may potentially result in a higher rejection rate USING AI HAS AN or less favourable terms for certain groups.

OPPORTUNITY TO Henrietta Frew, partner in the banking and finance litigation team at Ellis Jones Solicitors, brings attention to RAISE CONCERNS the Consumer Duty and the importance of fulfilling a core AND CHALLENGE principle: “I think it likely that there will be legal challengDECISIONS BASED es from borrowers who feel they’ve been discriminated ON INACCURATE, against by automated decision-making tools, which could certainly include group litigation if, for example, a group UNREPRESENTATIVE of borrowers say they were unfairly denied lending by the OR BIASED DATA” same algorithm,” she foresees.

In one example of AI applying bias, Henrietta shares a situation with the Apple Card, in which two men were given higher credit limits than their wives, even though they shared finances and assets, and despite the wives having better credit scores. She argues that this suggests some gender bias within the AI algorithm, and these said biases could extend to factors such as postcodes or education.

Henrietta submits that if the lender is regulated, the principles within the FCA Handbook can help to better understand how to remain protected when turning to AI for help. “With the Consumer Duty, for example, that requires firms ‘to act in good faith, avoid causing foreseeable harm, and enable and support retail customers to pursue their financial objectives’. Using AI that embeds or exaggerates bias and leads to worse outcomes for some groups of customers may well be a breach of this duty,” she notes.

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Transparency and safeguards With the FCA and governments closely monitoring firms using AI, an end to opaque lending decisions and incomprehensible output could well be on the radar in the foreseeable future. With many professionals and firms still coming to terms with the intricacies of AI, safeguarding measures need to be identified if the UK is “FOR CORPORATE to become AI centric.

SOLICITORS, THIS For Alto, the results of the internal report evoked “positive” MEANS FUTUREresponses from agent recipients and has stimulated what Mark believes is much-needed discussion. “The research sparked PROOFING SPV real conversations about how we can better use technology to TRANSACTION support—not sideline—professional expertise. That’s a debate DOCUMENTS the industry needs to keep having,” he states.

BY INCLUDING The software group has since began working on AI-enhanced features that aim to capture local knowledge, with caution on APPROPRIATE how they build the tool. “We’re already rolling out tools like INDEMNITIES OR natural language applicant search and AI-powered property DISCLOSURES descriptions, but we’re also investing in features that allow WHERE AVMS OR AI agents to feed in their own data, including notes on renovations or unique property features, to improve results over time. The TOOLS HAVE PLAYED key here is AI is viewed as an assistant, not a replacement.”

A MATERIAL ROLE For Rachel, it begins with setting high standards and accountIN VALUATIONS, ability. “Government-backed AI initiatives must promote high FINANCIAL standards in terms of AI transparency and explainability. We need proper oversight of the AI tools being used by businessFORECASTING, OR es to ensure that anyone who feels they have been adversely RELIANCE-BASED affected using AI has an opportunity to raise concerns and DECISION-MAKING” challenge decisions based on inaccurate, unrepresentative or biased data,” she urges.

Jamie believes the legal sector is already preparing to adapt, and is likely to introduce greater transparency and safeguards into standard practice. “For corporate solicitors, this means future-proofing SPV transaction documents by including appropriate indemnities or disclosures where AVMs or AI tools have played a material role in valuations, financial forecasting, or reliance-based decision-making,” she explains.

She also predicts a broader shift in legal due diligence, one that digs deeper into AI governance, data provenance, and the ethical risks of automation—especially in large-scale portfolios or institutional investor transactions.

The message from experts is clear: while AI offers enormous potential, failing to address its blind spots could prove costly. For firms operating at the intersection of property, finance, and law, the time to build safety measures—and demand clarity—is now.

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Zeitgeist

DON’T LET AUTOMATION ERRORS DRAIN YOUR BUDGET AI may save time and money, but has no sense of judgement and does not get motivation or bluffing at all. Using it for complex negotiations can be a very expensive mistake

AI

is the buzzword in bridging—in fact all areas of lending at the moment—and is fast becoming an integral part of professional life. I’ve used it myself and I can see real benefits for someone who struggles to structure a letter or needs to identify key information. It delivers efficiency in this regard. AI is here for good and will improve.

But would you let it inform your legal strategy?

The Solicitors Regulation Authority (SRA) has just authorised the first purely AI-based firm to provide regulated legal services in England and Wales. Garfield Law offers small and medium-sized businesses, as well as law and other firms, the use of an AI-powered litigation assistant to help them recover unpaid debts, guiding them through the small claims court process up to trial.

But simple debt claims aren’t bridging loans.

The SRA says that AI-driven legal services could deliver better,

Bridging & Commercial

quicker and more affordable legal services, but acknowledges there are potential risks, including “AI hallucinations”. This is where language models generate convincing but false information, and it can be very damaging.

A recent report told of an Australian lawyer who used an AI platform in support of submissions in an immigration case. Case authorities generated by AI were found to be entirely fictitious, albeit they appeared plausible enough to convince the lawyer.

From my experience, I have had cause to respond to a litigant in person, who preferred to rely on AI than retain a professional lawyer at costs. In that matter, the litigant simply did not understand the core issues and raised matters that had no relevance but nevertheless had to be responded to. While the case was successfully concluded for the lender client, additional costs (recoverable from the security) arose to the litigant’s account, somewhat needlessly.

I often describe AI as a "super Google"—extraordinarily powerful when used correctly. But we must be very clear: AI does not give you answers. It gives you information. It’s only as good as the data you

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input—and the successful use of AI is entirely dependent on how you choose to use that information.

What AI does not do is apply judgement. It does not understand human motivation, context or nuance—qualities that are absolutely essential in litigation and in the bridging world at large. It does not replace expertise or experience.

I have spoken previously about litigation in bridging finance being an art, not a science. It is not formulaic but strategic, and influenced by commerciality and risk.

The same case handled by two different lawyers can yield radically different outcomes because the skills required go beyond statute and rules knowledge. Know-how is equally as important as knowledge. You need emotional intelligence and to understand people (our borrower and the counterpart). You need to spot their pressure points. You need to know when to hold firm, and when to negotiate and when not to.

These are not qualities AI can replicate. It doesn’t matter how many cases it has read or how good the algorithm is—if it cannot assess credibility, recognise bluffing or weigh commercial risk in context, then it simply can’t replace a good lawyer. And it certainly cannot replace an excellent one.

This would not be the case if legal recourse and recovery were entirely objective processes. The reality is, however, that commercial litigation is very subjective. The law is not black and white—there are grey areas.

And specialist finance is, by its very nature, sometimes quirky.

Lenders make a virtue of saying they assess each case on its own merits, priding themselves on flexibility and distancing themselves from a “computer says no” approach. We work in a subjective part of the market where applications require an underwriter’s judgement.

Could AI underwrite loans? Possibly, up to a point. But could it weigh risk in complex, unorthodox scenarios? Could it account for nuanced borrower behaviour or subtle market signals? Not without human oversight.

Just as you wouldn’t replace a skilled underwriter with an algorithm, you shouldn’t replace a lawyer with one either. Recovery work—like underwriting—is done case by case. There are no one-size-fits-all answers.

I’m not dismissing the benefits of AI. Used correctly, it’s incredibly powerful and offers great potential. It’s already helping firms to save time, reduce admin and generate first drafts that lawyers can refine and personalise. But I would never ask a client to gamble significant commercial value on advice generated solely by a machine. The stakes are too high.

AI cannot offer the kind of insight that comes from years of handson experience. It doesn’t understand strategy, timing or psychology. It doesn’t ask hard questions. And it certainly doesn’t know the bridging sector the way we do. At Brightstone Law, we see hundreds of lender cases. We know how borrowers think and how they operate, and where common issues arise. That insight is earned, not coded.

AI is a phenomenal tool. But, in bridging finance lending and recovery, it’s no substitute for judgement, expertise or experience.

It will never understand the art of the deal, the subtleties of human behaviour or the pressure points that define a case. Those who use AI as an assistant, not a decision-maker, will most likely benefit.

Those who rely on it too heavily may find themselves paying the price—literally.

JONATHAN NEWMAN

Senior partner at Brightstone Law

“AI cannot offer the kind of insight that comes from years of hands-on experience” 61

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Interview

TARGETING INDIVIDUALISTIC INVESTORS Technology lets Atom Bank concentrate on the diverse risks and circumstances of SMEs, as well as areas poorly served by highstreet lenders. Digital investment has also allowed the bank to scale up significantly, says chief commercial officer Chris Storey

Chris Storey

Words by

CHRIS STOREY Chief commercial officer at Atom Bank Bridging & Commercial

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It’s also worth highlighting natural capital projects. These re-wilding projects are absolutely fundamental to meeting the government’s housebuilding targets, and we have worked on a range of these deals, as well as investing ourselves in woodland in Northumberland as we look to become carbon positive by 2035.

There is plenty to keep an eye on over the coming year, for example as we see the impacts of tariffs and tax changes come to fruition, as well as moving towards the implementation of Basel 3.1. But, despite all the noise, the confidence we have seen among the businesses we work with is really encouraging.

How is Atom incorporating AI and technology into its commercial processes?

As an app-based bank, we understand better than most the benefits of technology and automation when it’s applied effectively; it’s fundamental to our business model. Over the last few years, we’ve made a host of improvements to our broker portal based on adviser feedback, all of which are designed to improve the speed at which we can make a decision on a case while making the process more intuitive.

We’ve pinpointed areas where automation and digital investment can be most effective, supporting the Atom team and freeing them up so they are able to make more strategic, insightful and empathetic decisions. That combination—of technology and human expertise—is incredibly powerful and one of the reasons Atom is now delivering a faster and easier process for brokers and their clients.

For example, so far in 2025, an agreement in principle is being issued within one working day on average from the receipt of a fully packaged application. And then formal offers are typically provided within six working days of the agreement in principle being accepted.

AI has the potential to be incredibly useful for our team when it comes to summarising lengthy documents, such as valuation reports, or highlighting discrepancies in applications versus our policy. We have also combined the use of AI with optical character recognition in order to quickly extract relevant data from various documents—management accounts and tenancy schedules for example—and cross-verify the information for accuracy.

This isn’t about technology doing everything, but rather the combination of quality, innovative processes and expert staff who are on hand wherever necessary, and that mix is working incredibly well. It’s also allowing us to do more. Our investments in digital processes have meant we can scale up efficiently without a proportional increase in people, while maintaining strong service levels. Over the past year, we’ve increased operational capacity by more than 130%, meaning we can deliver the same exceptional experience to far more brokers and borrowers. The numbers for our last financial year tell the story. We had a record year for commercial mortgage balances, up 38%, along with a 35% improvement in commercial mortgage offers issued per year, without a significant uplift in staff.

The other thing to bear in mind is that the use of technology is always evolving. The worst thing any lender can do is sit back, congratulate themselves for implementing a new, faster system, and think that’s the job done. We always have to be on the lookout for ways we can improve, explore areas where new technology can allow us to be more efficient, and provide an even better experience.

What is your take on the last 12 months for the commercial market? And what do you expect to see over the coming 12 months?

It’s certainly been an interesting 12 months, with no shortage of incidents that have impacted investment volumes. But, while there is more volatility and uncertainty, businesses have shown themselves to be resilient.

We’ve seen it from our quarterly Pulse survey of commercial mortgage brokers, with the majority of respondents reporting an increase in interest from their clients. Despite the challenges of recent years, many businesses remain confident—both in their own prospects and in the wider economy—and are pressing ahead with raising the funding they need to drive their business forward.

Much of the SME lending we are seeing at Atom currently is for expansion, as businesses look to push on with their growth plans. They are aware of the potential risks that come from macro issues such as trade tariffs, but they have built robust businesses and are therefore often reluctant to stall any growth plans.

As a bank, we’ve identified sectors that have outstanding fundamentals but which aren’t being well served by high-street lenders, and we are keen to work closely with brokers to deliver for their clients in those areas.

With healthcare, businesses running care homes or pharmacies can find themselves short of options when looking to high-street lenders, but we have got the in-house expertise to really support them. PBSA is another key area where there is clear interest from borrowers which isn’t always being well met by the big names in our industry.

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By providing bespoke pricing, we are removing that unfairness. Businesses are quoted a price that accurately reflects their actual situation.

Technology plays a role initially through our Quick Quote tool, which brokers can use to provide their clients with an indicative price. And the fact that our systems do so much of the heavy lifting on the process side means the Atom underwriting team is able to take the time to really get to grips with the case, and ensure the rate genuinely reflects the borrower and their circumstances.

How are challenger banks setting themselves apart from the big names in the commercial space?

You recently improved your PBSA proposition. What is so appealing about student accommodation?

Challenger and specialist banks have become increasingly prominent in the commercial finance sector. The most recent data from the British Business Bank suggests that banks like Atom accounted for about 60% of gross lending to SMEs last year. Not only are challengers lending more but the gap between them and the high street in terms of innovation is growing all the time.

There are various reasons for that. Challenger banks are often able to be more agile, and better able to innovate. We have been able to introduce significant improvements, which have streamlined the journey for brokers and their clients, and we know those changes have been incredibly well received. In many circumstances, challengers are proving themselves to be a better option for brokers and borrowers because of our use of new technology to make their lives easier.

It’s not just about the experience, though—it’s also about the appetite.

Brokers tell us the big names often focus on the most vanilla of deals.

Challengers can fill the gap, supporting businesses that are on the right track but don’t fit with an overly cautious approach.

Care homes are a great example here. We have worked with a host of operators, including those new to the industry or who are first-time buyers, delivering capacity that families are crying out for. It’s an industry set for growth, with fantastic people wanting to take on care home businesses. There are other sectors that high street lenders may struggle or be unwilling to service but where challengers are excelling, such as hotels, food and leisure.

Pricing is crucial too, as we have seen challengers go further in delivering better value. At Atom, we provide bespoke pricing to ensure the borrower gets a quote that genuinely represents their business and circumstances, as well as steps such as cutting commercial investment rates and introducing a simplified stressed rate, all of which are designed to ensure the borrower gets the best value.

Challengers will likely continue to be the go-to choice for brokers because we provide a better service, more flexible pricing and will often consider businesses on their merits.

PBSA is definitely going to be a big growth area. We have a significant student population in the UK—our universities enjoy a fantastic reputation across the globe so people want to come and study here. Add that to our own young people moving into further education and you have substantial numbers who need somewhere to live.

In years past, HMOs have been a go-to solution, but they aren’t quite as attractive as they once were. The combination of funding pressures and regulations has resulted in a drop in HMO numbers—they are down by around 10% since 2018 according to the Office for National Statistics.

But the need from students isn’t going anywhere, which is why PBSA is becoming more attractive.

We had a case recently with an investor who has plenty of experience in property—they have a portfolio of more than 50 residential units. But they wanted to diversify and saw an opportunity in a property that had been a pub which they wanted to turn into student accommodation.

The fact that we could provide a competitive deal without imposing a raft of caveats and conditions is why they went with us over other lenders in this sector.

Our approach is about making things as simple as possible, and we can now provide brokers and their clients with more favourable maximum LTVs and terms on PBSA cases than would have been available on HMO cases.

Atom bank has simplified its stressed interest rate. What drove that change, and what do you hope to see as a result?

This was another example of the importance of listening to brokers and taking on board their feedback. It was clear from our discussions that a simpler calculation would not only make the advice process easier but also potentially increase the borrowing power of business clients.

So we looked at how we could do that responsibly, and came up with a simplified test, where variable rate commercial applications are stressed against a rate of margin plus base rate plus 1%.

It means borrowers can access larger loans—the sort of funding they need to reach their potential and meet their ambitions. The new rate has had a great response from brokers too; they know that their voices are being listened to and that we will adapt how we operate to support them and their clients.

Atom bank offers bespoke pricing for commercial cases. Why do you do that, and what role does technology play in determining those prices?

All borrowers are unique. That’s true of residential cases, but it’s even more obvious when it comes to business borrowers. The risks involved can vary significantly, even between businesses in similar industries and with similar histories.

The trouble is that, too often, the pricing of funding doesn’t line up with the circumstances of an individual case. Businesses might end up paying more than is really fair, just because the lender opts for a simplified, one-size-fits all approach.

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A year on from its launch, how is the growth guarantee scheme performing? And what are the chances of a successor being introduced by the government?

THE ALTERNATIVE OVERDRAFT

The growth guarantee scheme (GGS) is really important for all sorts of SMEs, and we are proud to be a part of it, just as we were for its predecessor, the recovery loan scheme. These initiatives have played a fundamental role in boosting the prospects of smaller firms not just coming through the challenges of the last few years but also raising the funds needed to grow.

We’ve had a host of cases recently that have demonstrated just how valuable the scheme is, including a pub purchase where we supported the tenant in buying the premises, using the goodwill in the business in place of a traditional deposit.

However, I think it’s fair to question whether the GGS is really reaching its potential. It’s crucial for brokers to get to grips with how it works, and how it can deliver for their commercial clients. We can’t take it for granted that the GGS will be extended beyond its current end date of March next year.

OFTEN COPIED

NEVER MATCHED. THE ORIGINAL.

What's next for Atom bank? What do you have planned for the commercial space?

T R I ED ✔ T EST ED ✔ P ERF E CT ED ✔

We will continue to focus on technology improvements, finding ways to adapt our processes to provide brokers and borrowers with a smoother experience. Speed makes a genuine difference to commercial borrowers, so we want to find further ways to get quicker. We have swathes of commercial brokers looking to get on our panel so they can access our products, so we’ll be expanding our panel and educating those brokers on our offering. While we want to grow our appetite for large loans, we are aware that many businesses looking to get loans below £250,000 are poorly served. Some of the tech improvements we have made may enable us to enter this space, so that’s something that we will be looking at.

Product innovation is crucial too. There remain areas of the commercial market that are completely underserved by high street lenders, and it’s holding back their growth prospects. We are determined to keep identifying quality commercial sectors that would benefit from a fresh approach.

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Interview

Allica races to secure 10% of the UK’s SME market with AI ALLICA HAS SMES IN ITS SIGHTS FOR EFFICIENT, FAST LENDING USING AI. TECH HAS HELPED OVERCOME THE ECONOMICS AND COMPLEXITY—BUT IT STILL NEEDS THE HUMAN TOUCH

Words by DHUHA AL-ZAIDI

Photography by CONNIE BURKE

Bridging & Commercial

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Niv Subramanian

“WE WANT TO BE THE BEST PARTNER FOR BROKERS, AND THE TWO THINGS THAT COME TO MIND ARE PROMPTNESS AND CONSISTENCY OF SERVICE”

Interview

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QUICK DECISIONS

here some banks may be on the fence to adopt AI into their business strategy—with only 50% of firms considering its implementation in the next 12 months according to Bridging & Commercial and EY-Parthenon’s annual UK Bridging Market 2025— commercial lender Allica embraces the tool with optimism. It’s not just a buzzword—it’s an integral part of its strategy to secure 10% of the UK’s SME market by 2027.

At the forefront of advancing fintech is Niv Subramanian, deputy CEO at Allica Bank. Bringing seamless, reliable and efficient AI into a bank’s operations is no easy task, but Niv’s impressive career history—having held senior roles at HSBC, Barclays and OakNorth, as well as co-founding Economyz, a company that offers carbon footprint tracking solutions—equips the bank to enhance the lending experience for brokers and SMEs. An apparent friend to change, Niv was first exposed to fintech at OakNorth, which she joined when it was set up. “I was drawn to the thrill of a broader role building something from scratch. I didn't quite realise how chaotic it might be, but it was. It was the world of unknown for me at the time because I'd only worked in larger organisations, but I really loved it,” she says.

Niv also says that being so deeply involved in transformation through technology has taught her a lot about customer expectations and how people interact with each other—particularly from a product demand point of view. For the executive lender, people remain at the heart of every decision.

Naturally, enhancing customer experience ties in with brokers, who remain crucial to SME lending operations. “We want to be the best partner for brokers and the two things that come to mind are promptness and consistency of service,” she says.

Niv explains that Allica’s average time to process an application to offer for commercial mortgages averages two days, with asset finance taking roughly four hours. This quick turnaround time supports brokers’ deadlines, and is thanks to the AI that underpins some of the lender’s decision-making.

“We've used generative AI to read documents and unstructured data etc to give an output to an underwriter. Ultimately, this cuts down the time they take by 75% in some cases, which means we can go back quicker to brokers and use that valuable time to assess risks involved, become more tailored and so on,” she says.

While Allica builds most their technology in-house, they will also work with external providers of tech solutions to help them scale and keep up with rapid change to market demands. It will choose partners that share its forward-looking and modern principles, including its focus on application programming interfaces (APIs) and easy integration with other platforms.

The senior executive hints that Allica is also working on promising tools that reflect their dedication to supporting brokers and what Niv refers to as “broker pain points”. In one case, she is keen to mitigate “ping-pong [loan] applications”—those that get passed around different team members before someone eventually gets back to the broker with a decision. “We’re developing a real-time check that flags what information is missing, for example if we’ve received a form but we only have X and Y, not Z. That way, we can go back to the broker early rather than delaying the process. It helps us deliver a smoother, more responsive service,” Niv says.

Another issue she has identified is the journey or status of the application from submission. “Once it goes to the solicitor, sometimes you don't know where the application is. It's quite frustrating to figure out where the loan is and how quickly it'll get done. We're trying to use some tooling to see whether we can easily give that visibility back to brokers. In turn, we're getting our BDMs, underwriters etc much better kitted up so that they can spend their time with brokers processing customer cases,” she elaborates.

Allica is aiming for a hybrid approach, not an AI takeover. Niv argues that a world with only AI operatives is indeed a while away, and it’s about striking the right balance between using technology where possible, and the people when they are best needed “We work with slightly more complicated, more complex SMEs here. In that world, you still need to explain certain things. I think brokers play a very important part there as well, because customers’ businesses are complicated. Customers are not naturally finance experts in all cases but they have complex financing needs, and that's where the broker ecosystem comes in,” she explains.

According to Niv, the biggest underlying challenge regarding SMEs is balancing the constituents of this hybrid approach. “SMEs sit in a tricky middle ground—they’re too complex to fully commoditise like consumer banking, but don’t generate the same per-customer revenue as corporates where banks can justify throwing people at the problem.

So, the challenge now is building the right tech without oversimplifying the offering. That’s hard, but it’s essential because the economics won’t work without it. At big banks, legacy systems hold them back. They often try to cut costs by reducing people—but that’s exactly what SME customers value: human support,” she notes.

EFFICIENCY NOT CHATBOTS She explains that she joined Allica because of its people-first approach to innovation. “For me, AI is an extension of technology, and development is when it's invisible but provides visible benefits to the customer, the end user or our colleagues in how they serve clients,” she remarks.

When constructing the bank’s operations systems, keeping customers’ brokers in mind is paramount. “Let’s be honest, SMEs don’t want to talk to a machine. We're not talking about replacing the people who will work with our customers, our brokers and so on. It's rather: how do we become more efficient or offer a better service? How can we reduce cost in some cases? But it's about the efficiency that you build into the system overall rather than taking out people,” she explains.

“I’ve worked in places where tech was the end goal, and it’s easy to get caught up in the hype—whether it’s valuations or flashy products.

Tech, including AI, has to solve a real problem. You don’t build first and look for a use later,” she asserts.

Niv shares that one of the tools Allica is applying is an AI assessment process that assesses calls for sentiment analysis, to suggest next course of action. “What it does quite well is highlight up-front, based on a conversation, if there are certain actions that we need to jump on straightaway. For example, regarding a call where maybe the customer was not pleased with what we've done, the AI would then highlight that there's a possible complaints angle,” she explains.

This, she argues, helps the Allica team to better serve customers. “It doesn't take away from that customer experience—it's not a chatbot, right? So, it's not dealing with a customer on our behalf but it's helping our people improve their service,” she adds.

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Interview

DARK SIDE OF AI

BEYOND THE KILLER IDEA

The use of AI causing issues with risk and transparency in financial services must be recognised and carefully considered.

AI systems are renowned for their ability to generate output and detailed responses from consumer input. Yet the intangible nature on how it produces this raises some questions around bias and outdated information. This method is commonly referred to as “black box AI”—a concern that Niv says Allica is widely aware of.

“This is a problem that's quite close to my heart and I've seen firsthand just how black box can introduce bias, and that particularly becomes a problem if you're not careful,” she warns. For example, a harmless office antic of asking ChatGPT to come up with nicknames for team members shed light on the risk of this, as it wrongly assumed that Niv was male, based on her profession.

I can confirm this—having transcribed our interview via a popular AI audio transcription tool, which presented me with a summary of our conversation with male pronouns.

“It is pretty symptomatic of the danger of bias within some of these models. It's trained on certain things, and those certain things are naturally influenced by how humans have evolved,” she says.

Niv reiterates that Allica is “very conscious” of this widespread problem and does not anticipate that fully automated decisions will become a common practice at the bank. “Our chief risk officer [Alan Dunmur] is very well versed with such technology, and we have a pretty robust model approval system,” she shares.

"We don’t use generative AI for lending decisions; it’s not yet reliable or explainable enough for that. Instead, we use models built on clearly defined, approved variables—strictly business data such as income, not personal characteristics. Every decision must be explainable. If an application is declined, we know exactly why. That transparency is critical, especially from a regulatory perspective," she asserts.

Allica’s goal to grasp 10% of the UK’s established SME market is not just driven by technological innovation but rather a dedicated team, and this is developed through honest, candid conversations.

“I’m quite hands-on and honest, and I do push the team—but, when I do, they know I’m right there with them. I’m in the work too and I’m there to help. That builds trust,” she notes.

Niv recognises that the human approach is naturally imperfect. “In a team catch-up, someone told me: ‘We appreciate the challenge and drive—but sometimes, just take a step back and recognise what’s going well.’ And they’re right. When you're moving at a million miles an hour, it’s easy to overlook that. I’m trying to get better at pausing, saying thank you and celebrating progress. Being open to feedback like that is what makes us better as a team,” she reflects.

Having gained substantial experience in her previous senior roles, the fintech pioneer shares her golden learning lessons that, frankly, AI couldn’t write. “The biggest lesson I’ve learned is that execution is everything. Early in my career, I thought success came from having a killer idea—but, over time, I’ve realised it’s about how you execute, how you scale and how you remove friction as you grow. Whether you’re building from scratch or transforming an existing organisation, the ability to set up teams, structure decision-making and maintain momentum is critical,” she divulges.

Bridging & Commercial

NEXT STEP: BROKERS Allica has had a significant year of growth and, in April this year, reported an 86% rise in pre-tax profits from the previous year, and a 54% increase in lending to £3bn. What is more, the bank launched a bridge-to-term product in June—a proposition for both owner-occupiers and commercial property investors. Allica was also awarded Commercial Lender of the Year at this year’s B&C Awards.

The news doesn’t stop there. “One thing we are working on at the moment recognises brokers as increasingly being a partner, not just for debt but for their customers,” Niv shares.

In July, Allica established a broker commission scheme to encourage brokers to tell their clients about Allica’s business current account. This acknowledges the “expanding role of commercial finance brokers”, who are increasingly being relied upon to deal with broader business matters.

“We’re building broker-focused tools across our product range—from commercial mortgages to asset finance—to continue to significantly improve services. Much of this tooling is behind the scenes so, while customers may not see it directly, they'll experience a faster, smoother service as a result," she shares.

“In transformation especially, the challenge isn’t just systems—it’s culture, habits and mindset. You have to listen, bring people with you and balance conviction with flexibility.”

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Jul/Aug 2025

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On the Rise

Caelan Gokani Caelan Gokani is a business development executive at REIM, and host of the Young People in Bridging (YPIB) events. Having joined the industry in 2023 shortly after graduating, YPIB was formed to fill a networking disconnect that new entrants to the market often face. After a successful turnout on the launch in February this year, Caelan’s second function was met with excited young professionals with a hunger to collaborate

As the key organiser of the YPIB events, what have you learned from the first round?

What gaps in skills or opportunities for young professionals do these bridging events address?

Honestly, I’ve learned that when you bring the right people together in the right setting, the rest does take care of itself. We created a space that wasn’t just about business cards and name tags, but about real conversations.

People came open to chat, swap stories, and genuinely connect—and that’s what brought the whole room to life.

I have learnt that no matter how chilled an event may look on the night, the planning behind it is anything but! However, when you see attendees enjoying themselves and walking away with new connections, it’s worth the effort.

Relationships are everything in this industry, but finding the right spaces to connect isn’t always easy. YPIB is all about breaking down those invisible walls and creating a space where young people can actually have genuine conversations, ask questions, and build real relationships. If someone leaves having made a solid new connection or picked up a nugget of advice that they can use in their day-to-day, then I’m buzzing! That’s exactly what it’s there for.

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What can we expect from REIM in the next year?

There’s a lot to look forward to at REIM over the next year. One of the big things we’ve been working on behind the scenes is a competitive refurb product that we reckon will stand out in today’s market. It’s something we’ve been developing closely with our underwriting team and the principals, Kunal and Amar, to make sure it really works for the deals brokers are bringing in. It’s still early days, but we’re shaping it with one clear aim: to cut the fluff, stay sharp on pricing, and help brokers get their deals done.

We’ll also be hosting several events across London, specifically for professionals in the property finance sector. You can expect to see us at many more industry events and collaborating with a range of partner companies throughout 2025 and 2026.

On the Rise

Caelan Gokani (centre)

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May/Jun 2025

One Day

Duncan Kreeger

Bridging & Commercial

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One Day

‘IF YOU DON’T USE AI, YOU’RE DONE’ The last time I met Duncan Kreeger, founder and CEO at TAB, I challenged him to a game of Fuseball at our office and discussed all things from social media approach to the lender’s adoption of AI when other firms were still experimenting with the software. This time around, I join Duncan and his colleagues at TAB HQ in Borehamwood to talk about all things technology.

At first glance, the neighbourhood appears quiet but, inside the glass-panelled rooms, this lender is thriving on the energy of the latest team hires and re-introducing simplified products —and on working behind the scenes on software that involves cloning oneself.

It's no news that TAB boasts about being a tech-driven lender, and today, I’m here to see the extent to which AI is being employed here. Much to my surprise, opinion is divided in the office.

Brokers and bottlenecks Following a brief office tour, I am introduced to the head of underwriting, Francesca Kindrat, who is central to TAB’s sales and, most importantly, collaborating with brokers. Her days are filled with meeting with team members, with discussions ranging from gauging where the underwriting team are with completions to discussing funding lines with the Treasury department. She emphasises that no days are the same and that her favourite aspect of the job is identifying solutions. “Bridging is rarely straightforward. That’s why clients come to us—there’s usually a challenge to solve and I

Bridging & Commercial catches up with Duncan Kreeger and his colleagues at TAB HQ to discuss what AI can and cannot do, being honest, and cloning yourself

Words by DHUHA AL-ZAIDI

Photography by MICHAEL CEDENO

constantly tell the team, ‘You're an underwriter because we need solutions,’” she says.

Speed and pricing are central in the bridging market, and Francesca explains how TAB aims to improve these: “We’re trying to fill the gap and drag tech into the conversation by using AI as much as possible to quickly review cases.

We now have a system where a case comes in, and AI provides a full analysis and summary.

It's currently in testing, so underwriters still review the results to ensure accuracy.”

She admits that valuers and solicitors are another “bottleneck” that can slow things down. “Traditional lenders often lack flexibility—they follow a strict, tick-box process.

They can’t switch lawyers or valuers easily.

We, on the other hand, can think outside the box. We can jump 10 steps ahead, go back to the beginning, or work in reverse if needed to get things done—whatever suits the broker or borrower best,” she explains.

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Despite leveraging AI to support the lender’s efficiency, Francesca is one of few who remain sceptical about it. “I still think I can do it better myself, but the goal is to use AI as much as possible because the future of underwriting is AI driven,” she admits.

Check the figures, spot the suspicious She explains that TAB has developed internal AI-run platforms that detect fraudulent activity in a matter of minutes. “It will flag mismatches or suspicious payments. We don’t allow AI to make decisions—it’s more about surfacing things we might miss. The fraud detection platform uses AI to detect if a document has been edited and it shows what was changed and can even identify if it was opened in suspicious software known for fraudulent editing,” she highlights.

However, while TAB uses AI heavily, she says that they don’t rely on it fully as a lot of checking is needed. For example, TAB prefers to rely on valuers rather than AVMs. For commercial

Jul/Aug 2025

One Day

mortgages, it’s a straight ‘no’ owing to the complex nature of the property and having to factor in data such as market value.

Structuring a strong application isn’t always straightforward, and its backbone is honesty.

“It’s surprising how often brokers will shape the story to make the deal seem more acceptable.

The issue is when we’re told a lease is in place and then discover it’s not—that’s when problems arise. My advice is: be completely upfront on day one. We’ll tell you what we can and can’t do, and we’ll go from there,” she encourages.

Cost versus completion Francesca identifies pricing as a particular issue for brokers and questions whether lower costs equate to getting the deal over the line. “You’ve got to look at the full package. A cheaper deal isn’t worth much if it doesn’t complete. Many of the bank-style lenders have timelines that just move too slowly—if time isn’t a factor, that’s fine—but, in bridging, speed is everything. You might pay slightly more but, with us, you get certainty and pace,” she claims.

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In early June, TAB relaunched its core lending products, TAB mortgage and TAB bridge, with the aim of simplifying their offerings to brokers, developers and property investors.

Headline rates start from 3.5% above the Bank of England base rate for TAB mortgage and from 4.5% for TAB bridge.

“With our new rates, we’re not that much more expensive any more—and we deliver on what we promise. You won’t be waiting six months for us to instruct legals. If you need it done in three weeks, we’ll get it done. So, while pricing does matter, it’s only if the deal completes. Look at the bigger picture,” she advises.

Less stress, more transparency Curious to know more about how their AI software places them at a competitive advantage, I sit with Kevin Pinto, principal software engineer, who is informally known as the mastermind behind TAB’s evolving software.

He prepares a demo of their internal platform TARA—the abbreviation gives a human

One Day

touch to the name TAB application reviewer assistant—which hosts the lender’s incoming loan enquiries. Kevin explains that they’re testing Amazon’s AI tool as well as OpenAI to discover the best resource to assess if a loan can be issued based on TAB’s lending criteria.

In essence, a document with information is fed into the AI, which then produces a summary with the borrower’s information. It also verifes personal details and reports whether they’re involved in other transactions as part of a wider security check to figure out loan repayment reliability.

The results are “hit and miss” according to Kevin, but he attests that the platform has supported their workload and significantly cut down manual, onerous tasks.

The time taken to complete the full process of onboarding investors and loan enquiries can take between one and three days and, if all the information is available, funds can be disbursed on the same day. “AI speeds up document verification and decision-making, especially if borrowers allow access to their bank transactions. Otherwise, delays occur due to manual checks,” Kevin explains.

“From Tab's perspective, automation reduces stress and improves transparency. Everything is tracked on the platform—if someone asks about an ID check, we can see who did it, when and how. It’s our central source of truth.”

Kevin observes that the platform has been welcomed, with the entire team using the software he worked hard to build. He sees this as testament to his accomplishments since joining in July 2020. Initially, he was tasked with building the main website, and eventually began creating a wider system that fully manages all their loans.

“I’m very invested in every product we build.

I always collect feedback—what’s frustrating, what could be simplified. If someone needs to press five buttons, and it could be one, we fix it,” he asserts. He admits that managing expectations is a challenge and, sometimes, it’s about being realistic and prioritising core tasks rather than tackling all issues at once.

When questioned on taboo around AI and data protection, Kevin assures me that TAB is keeping on top of GDPR regulations and use Microsoft and Amazon Web Services to safeguard information. “Sensitive information like passwords or ID checks isn’t stored by us directly; it’s handled securely by third-party vendors under signed agreements,” he says.

Where Kevin was once a newbie to fintech terms, he has since enjoyed learning all things specialist finance—from defining who brokers are to what second charge is—and now presents monthly and yearly statements in meetings

Francesca Kindrat

“I STILL THINK I CAN DO IT BETTER MYSELF, BUT THE GOAL IS TO USE AI AS MUCH AS POSSIBLE BECAUSE THE FUTURE OF UNDERWRITING IS AI DRIVEN”

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One Day

Kevin Pinto

“WE’VE ALWAYS BEEN TRYING TO BUILD THINGS THAT THINK LIKE HUMANS. IT’S JUST MOVING FASTER NOW, AND AI SHOULD BE A PARTNER, NOT A THREAT”

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and handles hundreds of documents. In 2020, he tells me that these were analysed manually and this process has recently been automated.

“We've always been trying to build things that think like humans. It’s just moving faster now, and AI should be a partner, not a threat,” he argues.

AI marketing strategies Speaking of breaking into a new industry, Charlene Nayler is the recent addition to TAB’s marketing team as manager, and her impact is already being felt inside the HQ. Before I pick her brains on marketing strategy, I ask Charlene what drew her to a finance firm, after having worked at Porsche for nearly a decade. Coincidentally, her path crossed with Duncan when she was hosting an event with the company, without realising where their paths would eventually cross. “I was ready for a new challenge— something that pushed me, in a new industry, within a business that aligned with my values and way of working,” she says.

She goes on to share: “I’m naturally fast paced, and I love launching new initiatives and campaigns, and I wanted to be somewhere

One Day

that matched that energy. When I discovered TAB, I had my first interview with the head of marketing at the time, and I instantly felt a connection. Everyone I spoke to during the process shared the same values, vision and energy. I knew right away that this was where I wanted to be.”

The collaborative nature of her role has enabled her to learn a lot from the CEO, who has offered her valuable experience. She commends him on his open-door policy and his eagerness to improve his team management—something she says is rare in a leader.

Charlene is giving back, with her commercial mindset that pushes TAB’s offerings into the spotlight. “Marketing is often underestimated.

People sometimes think it’s just about putting on nice events or heading out to a golf day, but it’s so much more than that. If we weren’t getting the business into publications, having these conversations or developing targeted campaigns, people wouldn’t even know what our products or rates are,” she explains.

This approach has led to an influx of enquiries from the previous month, she claims.

The lender will now focus on simplicity in a competitive industry, setting aside the “fluff” in favour of facts.

“IT’S NOT JUST A CONTENT TOOL—IT’S TRAINING SUPPORT TOO, ESPECIALLY WHEN IT COMES TO TONE AND LANGUAGE”

Charlene Nayler (right)

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One Day

“I HAVE BAD DAYS LIKE EVERYONE ELSE. I’M TRYING TO BUILD THAT GOOD GUY ON YOUR SHOULDER AND KEEP THE BAD ONE LOCKED AWAY”

Like other TAB members, Charlene is a keen user of ChatGPT, which helps her form some of her marketing strategies. “I use ChatGPT like my own sounding board, especially for testing different marketing and messaging angles. Sometimes I’ll ask: ‘Should this be more persuasive, more direct, more engaging?’ Instead of spending hours second-guessing, I’ll just say, ‘Give me five different ways to say this,’ or ‘Show me a few campaign tactics,’ and it’ll throw out ideas—some wild, some brilliant. And, often, the slightly crazy ones lead to something fresh that no one else is doing,” she shares.

ChatGPT is part of her daily routine. “It’s not just a content tool—it’s training support too, especially when it comes to tone and language,” she adds.

Staying power In early July, Michael Grant joined as head of sales, after a decade at West One Loans.

Having worked with him at his former lender, Duncan says he isn’t hopeful to elevate TAB’s sales strategy—he is certain.

“He spent 10 years in one place, which is rare.

It shows loyalty, resilience, adaptability. He’s got charm and people skills but also paired with real experience and depth of knowledge—that’s a rare combo,” he expresses.

Only a week in, and Michael’s presence has been praised. “We were both flooded with messages of support and, within days, he was already positively influencing the team. It’s the signing of the season,” he believes.

Much like TAB’s product offering, the next 12 months’ strategy is direct. “Right now, our biggest work is in the background, raising new funding lines. The more capital we bring in, the cheaper and more flexible we can be for borrowers,” he shares.

For Duncan, TAB’s game plan is set out: “That’s the headline: building stronger, cheaper, more dynamic funding to support the loans we’re proud of.”

What’s working, what isn’t Having spent a day discussing finance and AI in depth, I sit with Duncan to review the past half-year of activity at TAB, starting with the products. Duncan explains that the rationale behind reintroducing straightforward products is to avoid getting caught up in “messy” offerings.

“We don’t separate mixed-use as its own category. Over 50% residential? It’s residential.

Over 50% commercial? It’s commercial. We’re not launching headline products anytime

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One Day

Michael Grant (right)

soon—fixed rates may come before the yearend—our priority is doing what we do better.

Instead of saying, ‘This is a great product,’ we ask, ‘What’s working, what’s not, and how do we fix it?’,” he says.

From my interview with the CEO in November last year, I quickly learned that Duncan is an avid user of AI, in particular ChatGPT. Where he once believed that the industry was lagging behind in terms of AI adoption, this quite soon became the contrary. “What’s exciting is how open people are now to experimenting, and that leads to learning. Different departments use AI in different ways. But I’ll say this: if you don’t use AI, you’re done. It’s like refusing to use Google because “encyclopaedias work just fine”, he argues.

“Tools are getting better weekly. A chatbot that was basic a few months ago is now generating images, videos, structured content. Fast progress is the only option.”

While Duncan admits that naturally, the human touch is valuable, the bottom line is speed and efficiency, which happen to be AI’s strong suits and exactly what brokers want. “We’re not pushing people away from humans, yet we also don’t want them waiting

two days for an answer someone could’ve got instantly from a smart system that knows our policies inside out. But we’re clear on boundaries: if it’s a complex question that needs proper judgement, we escalate to a human. If AI can give the right answer right away—brilliant,” he says.

Meet my alter ego I heard the term ‘DK AI’ thrown about a couple of times that day and wasn’t told what it was until I sat there listening to Duncan’s original “passion project”, which admittedly left me shocked but intrigued.

DK AI, or Duncan Kreeger AI, is a deliberate attempt at instilling Duncan’s personality into AI-run software to generate authentic content that reflects how the lender would respond to questions when asked in real time.

On LinkedIn, the entrepreneur shares that he did not build the digital twin for ego but for clarity, and has worked nights and weekends to make it a reality.

Unsettled, I probe him some more. “It’s partly because a lot of people ask me for mentoring, and I don’t always have the time. I

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also don’t love the idea of charging unless I’m doing it properly. So, I built a kind of mental framework—essentially, what I’d do if I were mentoring someone in person,” he shares.

The AI is fed information from interviews, documents and blogs along with a bit of coding to generate responses that sound like Duncan. I’m told that the team have already experimented with results and tweak it to become more reliable the more it’s used. “Part of this whole idea is just to build something that helps others—and, honestly, it helps me too,” he reflects. “I have bad days like everyone else. I’m trying to build that good guy on your shoulder and keep the bad one locked away.”

Jul/Aug 2025

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T

BREAKING THE CHAINS OF MANUAL PAPERWORK

Opinion

As AI does the heavy lifting—with faster underwriting, constant due diligence and tracking and mitigating risk— professionals are being freed up to lead on decisions and strategy

he specialist finance industry has long been defined by human expertise, bespoke structuring and often opaque decision-making. But, in recent years, technology and AI have begun to fundamentally reshape how lenders operate. In a sector where speed, precision and risk management are paramount, the integration of intelligent systems is not simply enhancing performance—it is redefining the industry itself.

From streamlined underwriting to real-time risk monitoring, the deployment of AI and data-driven platforms is helping specialist finance firms offer faster decisions, better client service and more resilient investment strategies. At InDome Capital, we have witnessed this transformation first-hand through the development and deployment of our proprietary SmartEquity platform, designed specifically to bring rigour and scalability to property development finance.

In this article, I explore how tech and AI are delivering real-world impact across underwriting, due diligence and risk assessment—and what this evolution means for the future of alternative lending.

UNDERWRITING IN MINUTES

Words by

HERMAN ABEL

Managing partner and founder of InDome Capital

Bridging & Commercial

Underwriting in specialist finance has historically been a resource-intensive process.

Deals were reviewed manually by underwriters drawing on their experience and using spreadsheets and paper-based documentation. This approach was not only time-consuming but also highly dependent on individuals’ subjective judgement.

Today, AI-driven underwriting platforms are collapsing these timelines. By automating data collection, document parsing and financial modelling, lenders can now pre-screen deals in minutes, not days. Optical character recognition and natural language processing technologies extract critical data from developer packs, planning documents and legal agreements, allowing risk models to be applied instantly.

More importantly, AI enables pattern recognition across large datasets. It can compare new proposals to historical outcomes and flag anomalies or red flags invisible to the human eye. Machine-learning algorithms improve over time, learning which projects succeeded or failed and adjusting risk weights accordingly.

At InDome, our SmartEquity system uses structured project templates, digital checklists and a scoring matrix to triage opportunities rapidly. This doesn’t remove human insight—it enhances it. Our team can now focus on value-add analysis rather than manual verification. The result? A faster, more consistent underwriting process without compromising diligence.

ONGOING, DETAILED DUE DILIGENCE Traditional due diligence in finance has been largely retrospective: a snapshot taken at the time of the investment decision. Yet in specialist finance, where conditions on the ground can change rapidly, this approach is no longer sufficient.

AI-powered tools enable dynamic, ongoing due diligence. Real-time integration with external databases allows constant monitoring of borrower creditworthiness, planning permissions, construction progress and macroeconomic indicators. Instead of a single data cut, lenders gain a continuous flow of insights that can update risk profiles throughout the loan lifecycle.

In our case, SmartEquity creates a living digital twin of each development project.

It tracks milestones, budgets and contractor performance, alerting our investment committee to risks as they emerge. This is especially powerful for SME developers, who may lack the internal systems to flag delays or overruns early.

Digital due diligence also expands the scope of review. AI tools can screen environmental impact reports, cross-check land registry records or verify contractor insurance in seconds. The result is not just greater speed but also a more comprehensive understanding of the underlying risks and opportunities.

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Opinion

RISK ASSESSMENT THAT ADAPTS

Risk in specialist finance has often been evaluated through a blend of intuition, experience and qualitative factors. While this human expertise remains critical, tech and AI now allow for a far more structured, predictive approach to risk assessment.

Predictive analytics models, for instance, can estimate the probability of default or delay based on inputs such as site location, developer track record, planning complexity and construction method. These models can be trained on decades of loan data to detect early warning signs and recommend mitigating measures before problems arise.

Geospatial analysis tools can layer flood risk data, planning constraints and demographic trends to inform decisions on land values and resale potential. Drone imagery and satellite data can validate construction progress and reveal unauthorised changes.

Crucially, AI allows for adaptive risk management. As new data becomes available, from market movements to project updates, risk assessments can be recalibrated in real time. This enables lenders to react more swiftly, whether to release further funds, impose conditions or exit a deal early.

At InDome, we leverage SmartEquity to monitor more than 50 risk indicators per project, ensuring we are not blindsided by execution challenges. The system flags deviations from baseline forecasts and recommends interventions. This structured approach not only protects capital but also supports developers by identifying operational issues early.

HUMAN-MACHINE DYAD It would be a mistake to view technology as replacing human judgement in specialist finance. Rather, it augments it. The future lies in human-machine collaboration, where digital systems handle the heavy lifting of data collection and analysis while experienced professionals make the strategic calls.

In this model, underwriters become more like pilots than processors. They rely on real-time dashboards, predictive alerts and scenario simulations to navigate complex credit decisions with greater confidence and consistency. This shift elevates the role of the human lender from gatekeeper to strategist.

Technology also allows for greater transparency and accountability. Digital audit trails, automated reporting and centralised documentation improve governance and investor trust—especially critical in a sector that is rapidly attracting institutional capital.

MORE BORROWERS BROUGHT IN The broader implication of these advancements is a more efficient and inclusive finance ecosystem. As tech lowers transaction costs and streamlines risk management, specialist lenders can profitably serve smaller borrowers, niche asset classes and underserved geographies.

For instance, SME developers historically excluded from mainstream finance owing to limited scale or experience can now be supported with structured, monitored capital. Automated underwriting and digital oversight make it viable to fund projects that would previously have been too resource-intensive to manage.

Furthermore, as more investors seek ESG-aligned opportunities, AI enables lenders to track carbon impact, social outcomes and governance metrics across their portfolios. This data-driven approach supports better alignment between capital and real-world outcomes.

CATALYST FOR REINVENTION Tech and AI are not simply tools bolted onto existing lending processes—they are catalysts for reinventing the entire model of specialist finance. From transforming underwriting into a scalable, data-rich process to redefining how risk is tracked and mitigated, the gains are clear: faster decisions, smarter investments and stronger partnerships.

At InDome Capital, we see this as not just a competitive advantage but also a responsibility. By building intelligent systems such as SmartEquity, we help de-risk development projects, empower SME builders and drive capital into areas that need it most.

As the industry evolves, the lenders who embrace intelligent automation—while staying grounded in sound judgement and human values—will be those who lead the next chapter of alternative finance.

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Jul/Aug 2025

Opinion

DECISIONS, DECISIONS

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s technology continues to reshape the bridging finance landscape, we see it not as a replacement for human connection but as a tool to enhance it.

Like many sectors, bridging finance was once heavily dependent on paper-based processes. Fortunately, digital innovation has reshaped the industry, streamlining operations and significantly enhancing efficiency. This evolution became vital during the Covid-19 pandemic, when traditional methods such as physical property valuations were no longer viable. Alternatives such as AVMs and desktop valuations were adopted, which were crucial in keeping deals moving.

Another particularly impactful advancement we introduced during the pandemic and continue to rely on is electronic ID verification. Access to new digital identity verification platforms significantly speeds up the KYC process, while ensuring data remains secure and fully compliant with regulatory standards. We can now access rapid ID checks, where our clients can securely verify their identities in minutes remotely.

Take, for example, a recent case where a borrower needed urgent funding to complete an auction purchase within a few days. Moving quickly here was paramount so we pulled out all the stops to ensure we could meet the deadline. Thanks to the implementation of a new AI-powered identification system, the borrower was able to upload their ID in seconds. The information was instantly verified through advanced technical checks, and a client due diligence report was generated shortly after.

Without this technology, the process would have taken significantly longer, potentially delaying other crucial steps in the transaction.

Our decision to invest early in these digital solutions back in 2020 has made a huge impact and continues to do so today. Fast turnaround times are a hallmark of bridging finance, and technology remains a key enabler of that speed.

This is not forgetting that CRM systems have also revolutionised the bridging finance space, hosting

Bridging & Commercial

Technology tools increase speed and efficiency—but they don’t make the decisions, and human insight, not automation, is what get deals across the line Words by

LAURA CARR

Head of underwriting at Hope Capital

our largest loan to date: a £5.8m facility in 2024.

This residential development project involved the construction of eight homes on a former farm, helping to meet a local housing need. We provided funding at 70% of LTGDV. As with many high-value loans, the deal came a ton of benefits for lenders who invest in with its share of challenges, making skilled them. In today’s fast-paced digital world, underwriting essential. managing customer relationships effectively Up until completion, the clients’ loan is crucial as a lender. CRM platforms play a requirements changed on multiple occavital role in helping streamline operations, sions. Nonetheless, throughout the deal, boost sales, enhance customer service and our underwriter was committed to working improve collaboration. One of their key adaround several obstacles to find solutions to vantages is their ability to standardise and facilitate the deal. This included amending generate documentation automatically, such the terms and facility offer numerous times as loan agreements and terms, without the and meeting face to face with the borrowers; need for manual input. This results in faster while this is not a typical practice of underturnaround times and greater accuracy. writers, it was a necessity in this case so the Additionally, systems are now available deal could progress quickly and efficiently. that eliminate the need for wet signatures, The most significant challenge was preenabling documents to be signed electronsented at the very end of the deal, during the ically so further speeding up the process. legal stage, when there was an issue with a Portals have also become essential for both search on the title. This could have resulted in brokers and lenders, providing the ability the deal collapsing, but our underwriter took to generate and access quotes on demand, the initiative to resolve the insurance issue so outside the traditional 9–5 window. both sets of solicitors could complete the deal.

Taking all the above into consideration, Ultimately, it was human insight, not autechnology is no doubt positive for the tomation, that got this deal across the line. bridging finance market, offering numerous It took more than just processing data—it benefits that improve efficiency, accessibilrequired collaboration, experience and ity and security. However, it’s important to problem-solving to create a solution that remember that while tools like this increase worked for all parties involved.

Bridging finance continues to be a relaefficiency, they don’t make the decisions: we tionship-focused sector, where strong perdo. Speed is a critical advantage in bridging, but it doesn’t come from technology alone. It sonal connections between lenders, brokers, comes from consistent communication, accuborrowers and other parties play a vital role. rate documentation and strong collaboration For instance, we’re able to support cases that between brokers, sales teams, underwriters, involve higher risk or fall outside convenvaluers and legal professionals. tional lending criteria—deals that traditional Bridging finance isn’t just about speed—it’s mortgage providers would typically reject. often about navigating complexity as well.

The key lies in the relationship with the Many transactions involve unique or unconbroker and working collaboratively to find ventional scenarios that fall outside standard a solution that works for all parties involved. lending criteria. That’s where the expertise of Technology plays a vital role in enhancexperienced underwriters, brokers and BDMs ing speed and security, but it’s people becomes invaluable. They apply their insight and who bring the expertise and deliver the judgement to create bespoke solutions, something personalised service that makes bridging technology alone simply cannot replicate. finance work.

A prime example of this was when we completed 92

Laura Carr

Financing the Future of property Fast, flexible bridging finance, backed by 20+ years of expertise.

We offer tailored short-term lending solutions with the speed, certainty, and personal service your clients need to succeed. Speak to the West One team today!

E | hello@westoneloans.co.uk

T | 0333 123 4556

W | www.westoneloans.co.uk

West One is a trading name of the underlying firms, which are registered in England and Wales and have their registered office address at The Edward Hyde Building, 38 Clarendon Road, Watford, WD17 1JW. West One Loan Ltd. is authorised and regulated by the Financial Conduct Authority (Firm Reference Number 510024); its company registration number is 05385677. West One Secured Loans Ltd. is authorised and regulated by the Financial Conduct Authority (Firm Reference Number 776026); its company registration number is 09425230. West One Development Finance Ltd. is not authorised by the Financial Conduct Authority; its company registration number is 11242570. West One Commercial Mortgages Ltd. is not authorised by the Financial Conduct Authority; its company registration number is 16476112.

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behind the build

Technology allows brokers to secure real-time lending options throughout the market while proving compliance.

This can reshape how developers model risk and plan projects

Broker technology: an influence on developers’ plans Words by

LUCIE D’SOUZA

Content manager at Brickflow

T

he UK’s specialist property finance market has long been known for being complex, opaque and inefficient. Transactions often hinge on fragmented data, manual processes and long-standing relationships, an approach that can mean suboptimal outcomes for both brokers and borrowers.

But a shift is happening. Technology-led platforms are emerging that not only digitise the lending journey but also transform it. By streamlining underwriting, enhancing due diligence and finding a plethora of funding options quickly, these platforms are improving operations across the industry, such as beginning to rewire how risk is assessed.

Bridging & Commercial

Higher expectations The pressure on brokers and lenders to deliver faster decisions, maintain compliance and demonstrate market-wide searches is rising.

With the FCA’s consumer duty and treating customers fairly principles increasingly shaping expectations, even in commercial lending, there is a clear opportunity to use tech to raise the bar.

Known for its complexity and fragmentation, the UK’s specialist property finance sector is at a turning point. Traditionally reliant on relationships, phone calls and spreadsheets, the process of sourcing and securing funding has long been manual, opaque and time-consuming, often leaving borrowers with limited options and brokers with mounting compliance pressures.

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Technology is beginning to change that.

Platforms such as Brickflow, the UK’s first digital marketplace for commercial property finance, are now enabling brokers and borrowers to connect with lenders in entirely new ways—transforming how deals are sourced, assessed and completed.

This case study explores a recent deal facilitated via Brickflow’s platform and what it reveals about a wider opportunity for innovation across the industry.

Case study: an unexpected, tailored deal A broker approached Brickflow with a £2.5m residential development case they intended to place with their go-to lender, with which they had

behind the build

a well-established relationship. The deal looked straightforward, and there was little expectation that better alternatives would be available.

However, within minutes of entering the deal parameters into Brickflow, the platform returned three alternative lenders. Each one offered: • lower rates, as the system could search hundreds of lenders instantly • more flexible terms to suit the client • faster decision-making as brokers can submit the application directly through the platform and receive an offer in hours Brickflow’s platform harnesses real-time lender data, enabling users to cut through the complexity of the market and identify the best funding solutions in minutes. On average, brokers and developers receive a decision in principle (DIP) in under 24 hours and, in some cases, much sooner. The fastest DIP to date was returned in just four minutes. In this particular case, the broker received a DIP from the lender in just under three hours.

What followed was a seamless funding process, with the developer securing a more competitive deal and completing within just 12 weeks. The client saved £48,000 compared to the original lender’s offer, a result that would have been nearly impossible to achieve through traditional methods.

options were chosen. This not only supports compliance but also strengthens trust between broker and client.

Drawing in the data What makes this shift possible is the intelligent use of technology at each stage of the funding journey.

New technology can integrate third-party data, including from AVMs, KYC/AML, credit scores, Land Registry and Companies House, into one workflow. AI-powered deal matching considers historic loan data and lender behaviour to deliver better-aligned options. And text management tools, including OCR,extract data from documents to auto-fill forms and generate summaries, saving time while maintaining accuracy.

This kind of technology can enable hybrid underwriting, allowing lenders to apply both AI-driven and human approval rules to strike the right balance between speed and oversight.

Competitive advantage

This example goes far beyond speed.

What platforms like Brickflow offer is a reimagining of the decision-making process. By accessing accurate, real-time lender data and automating early-stage underwriting, brokers can now explore better options earlier, reshaping how developers model risk and plan projects.

The platform doesn’t just compare rates. It analyses the borrower profile, property type, location, loan structure and lender appetite to deliver the most appropriate funding options that reflect real-world lending behaviour.

This level of precision allows developers and brokers to act with greater confidence and clarity and, ultimately, unlock better outcomes.

The specialist finance space is evolving fast.

While strong relationships remain vital, the ability to access and apply intelligent tools provides a clear competitive advantage. As demonstrated in the case study, what once relied solely on established connections can now be dramatically improved by smart technology that delivers faster, more competitive outcomes.

Access alone no longer cuts it; intelligence is now essential.

Technology isn’t here to replace human expertise but to enhance it. The brokers and lenders who succeed in the years ahead will be those who harness platforms that: • reduce underwriting friction • increase deal visibility and speed • strengthen compliance • improve borrower outcomes As Ian Humphreys, CEO of Brickflow, puts it: “Technology isn’t just automating finance—it’s reshaping how we assess risk, prove compliance and connect borrowers to better outcomes.”

Audit trails for trust

New standard set

One of the greatest challenges for brokers today is demonstrating that they have properly searched the market, a growing requirement under the consumer duty and treating customers fairly frameworks, which are increasingly relevant in commercial lending.

Traditional methods leave brokers exposed.

Without a clear audit trail, it’s hard to prove compliance, and that can put firms at risk.

New technology can solve this with exportable, timestamped reports that record the lender search and show why particular

This case isn’t unique, and that’s the point.

Dozens of brokers are now using Brickflow to achieve better results for their clients in a fraction of the time.

For the industry, the message is clear: technology is no longer an add-on; it’s becoming the foundation of how property finance is done.

By combining transparency, speed and data intelligence, platforms such as Brickflow are setting a new standard. The winners in this space will be those who adopt smarter tools, not to replace what works, but to amplify the outcome.

Analysis for project planning

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Traditional methods leave brokers exposed.

Without a clear audit trail, it’s hard to prove compliance, and that can put firms at risk”

Jul/Aug 2025

Limelight

Happy Birthday Synergy Commercial Finance Medianett Publishing was invited to York to celebrate Synergy’s 10th anniversary of being “Strong Together” in late June. Thank you to the Synergy team for an unforgettable evening filled with laughter, late-night dancing, and delicious Asian tapas!

Bridging & Commercial

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Limelight

“It was great to be supported by so many of our staff, funders and brokers on this important occasion. We had a wonderful celebration and look forward to the next 10 years” — Piotr Twaits, managing director at Synergy Commercial Finance

“The evening event was excellent food, drink, music and company. I must add that the daytime event was very well organised” — Synergy Funder

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Jul/Aug 2025

Limelight

PPN raises generous sum for charity The Property Poker Network— founded by Max Herman and Benjamin Senior in 2024— hopes to reinvent how property professionals connect and grow their network Attendees showed up from various firms; from lenders and brokers to solicitors and agents.

After their debut in November 2024 and a second sell-out event in May 2025, the PPN will head to Manchester this November for more rounds of poker, hot meals and plenty of opportunities to secure meaningful connections.

The Network collaborated with The Nicky, a Manchester-based community centre that provides essential care, social connection, and support for elderly, disabled, and dementia-affected individuals— and raised over £50,000 to date.

Photography by Miki Abraham 102

Limelight

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Jul/Aug 2025

Backstory

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Lorenzo Satchell client-focused solutions that many larger one-sizefits-all institutions simply can’t match.

uly marked a series of impressive gains at CapitalRise, which not only secured a £30m funding line that pushed its lending milestone to half-a-billion pounds, but also grew its team with the addition of Lorenzo Satchell as director of sales. He shares how he will lead his new company to a strong finish line this year

Your new role focuses on expanding the bridging loan proposition. What opportunities do you see in that space?

There’s a clear trend of investors taking a more strategic view of their portfolios, whether that’s maximising yield from existing assets or acquiring new ones to boost returns. We’re seeing increasing demand in areas such as multi-unit schemes, commercial-to-residential conversions and heavy refurbishments. CapitalRise’s strong track record of lending across a variety of highend projects in the South of England gives us a solid foundation to build on, as we continue to diversify and expand our loan book.

Congratulations on joining CapitalRise. What motivated you to join?

It was the culture, the vision, and the calibre of the team that really stood out. From my very first conversations with Lee Francis and Uma Rajah, it was clear that CapitalRise is a business where everyone pulls in the same direction. There’s a shared commitment to delivering for brokers and clients alike. The team is packed with talent and deep sector experience and, while I bring my own expertise to the table, I’m equally excited about how much I can continue to learn here too.

CapitalRise recently secured a £30m funding line. What does this entail for developers or borrowers?

That is one of several funding lines we have, totalling around £500m to lend to high-quality borrowers. In simple terms, it means we have plenty of capital to deploy and the flexibility to tailor solutions. This latest funding line complements our existing sources of capital, allowing us to continue offering bespoke, structured finance options that meet the unique requirements of each project.

Coming from Hampshire Trust Bank and with experience at several specialist lenders, are you bringing any new strategies?

Absolutely. My role is to take a holistic view of our bridging proposition: what we’re doing well, where we can further sharpen our edge, and how we can continue to evolve. That includes expanding our product suite, enhancing processes, identifying strategic broker partnerships and growing the team organically. Ultimately, it’s about increasing our bridging footprint in a way that’s smart, sustainable, and aligned with our values.

Can you share what you’re exploring regarding new products to meet growing demand?

Rather than reinventing the wheel, we’re focused on refreshing, refining and expanding our offering. CapitalRise has deep experience across bridging, development and mezzanine finance, which puts us in a strong position to deliver structured, end-to-end solutions that many lenders can’t match. It’s about making sure our products evolve in step with the market.

What excites you most about CapitalRise’s position in the market, especially after passing the £500m lending milestone?

How will your sales leadership style help to support CapitalRise’s growth targets for 2025 and beyond?

While being a leading provider of end-to-end finance across the property lifecycle—from acquisition and refurbishment to ground-up development and sales—CapitalRise remains nimble and innovative. That’s a huge advantage in a market that moves as fast as ours. We’re able to make commercial decisions quickly, without lots of red tape. That flexibility allows us to explore new areas of the bridging space and deliver bespoke,

My approach is collaborative and commercially focused. I believe in empowering teams, building strong broker relationships and staying close to the market. Growth doesn’t happen in isolation—it’s the result of consistent execution, clear communication and a shared vision. That’s exactly what I aim to foster here.

You’re stranded on a desert island and get to bring one snack, one song and one celebrity. What’s the line-up?

Chocolate rice cakes… I can’t get enough of them. The song? ‘Rapper’s Delight’ by the Sugarhill Gang. I still know every word. As for the celebrity, I’ll go with my childhood hero, Sylvester Stallone. An absolute legend.

What is one interesting item on your bucket list?

Owning a beach club. I might be leaving it a bit late, but never say never.

What’s one fashion choice from the past you now deeply regret—or fully stand by?

I’m sorry to say: dungarees. A late 1980s mistake, and I’m very relieved that there’s no photographic evidence.

Bridging & Commercial

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You boast more than 30 years of experience in the industry.

How do you foresee the lending landscape evolving, and how will you adapt to this?

It’s not a boast—it’s just the reality of having been in the industry for a long time. Regardless of market cycles, I’ve always strived to enhance and develop the products, criteria, systems and processes I can offer. Today, brokers and their clients are looking for end-to-end solutions that are tailored, transparent and efficient. They’re more informed than ever, and it’s our job as lenders to stay ahead, delivering the right products, the right service and the right outcomes.