The Intermediary – February 2026 - Flipbook - Page 13
I N P RO F I L E
a rigid ‘tick box’ approach doesn’t really cut it.
What’s stood out to me, particularly over the
last year, is how a focus on working together and
being flexible can ensure some cases reach a
successful outcome, even when things are a little
complicated. If the focus is on finding a way to
make a deal work, rather than reasons to block off
progress, then you are on the right track as a BDM.
You also need to be available to talk through
cases with brokers and borrowers. That personal
touch is hugely important – you need to be
able to demonstrate that you value the case as
much as the borrower does. We had a case last
year, our biggest ever loan in Scotland, where
that accessibility of the BDM was not only key
in securing the deal, but in helping it reach the
targeted deadline as well.
The best BDMs act as consultants in effect,
helping brokers ensure the right deals are brought
forward, and that they are structured in a way that
has the best chance of approval.
You expanded your broker panel
last year. What drove that decision,
and are there plans for further
additions?
Commerical cases tend
to be more complicated, with
even more moving parts, than
residential borrowing. Every
new borrower has their own
story, and these stories matter
both in helping us understand
their objective, but also where
we fit in as a lender”
solutions. That reputation means more and more
brokers are interested in working with us, but
we need to ensure that if and when the panel
is increased, we are still able to deliver that top
level of service. This level of control is crucial, and
carried out with the right intentions, though I
appreciate it can be frustrating for those waiting
on the sidelines.
How important is broker feedback
in refining your commercial
2025 was a big year for our broker panel, with
the number of firms we work with up by
around a third. That was really driven by
the level of interest in our commercial
lending proposition, with increased
awareness of what we are doing,
and particularly our expertise in
subsectors that other lenders may
struggle with, like care homes
and pharmacies.
We have always been known for
offering good value, but we are now
building a reputation for outstanding
service among brokers, and have
maintained that while
scaling up our activities,
combining an
outstanding
team with
innovative
tech
proposition?
The dialogue we have with brokers is fundamental
to the way we operate. We tap into their expertise
to get a better understanding o
of where cases may
slip between the cracks, and where changes can
be made which make their job easier.
Over the last year or so we have made more
impr
than 150 material improvements
to our broker
portal, for example, which have come about
o those
because of direct feedback. Some of
big than others, but they
changes have been bigger
f
all add up to a better – and faster
– experience for
e
brokers. Another good example
was introducing
inter rate last year. We
a simplified stressed interest
f
responded to broker feedback,
and by introducing
a simpler way of assessing affordability,
po
opened up the potential
for businesses to
improve their borrowing power.
al
That has always
been the way we
oper
have operated,
working with brokers
g better. We have a lot
to help us get
f 2026, and we
of exciting plans for
forw to seeing how these
look forward
br
can help brokers
and their clients
the need, at a
land the funding they
pric they want, even quicker. ●
price
DAVID
CASTLING
February 2026 | The Intermediary
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