The Intermediary – February 2026 - Flipbook - Page 55
MEET THE BDM
us to apply our expansive criteria
to new product ar
areas. We have an
impressive rroadmap of product
f 2026 – so watch
development for
this space!
What are the challenges
chal
facing BDMs
right now?
BD
In 2026, brokers
brok have more choice
than ever bef
before, with lenders
no only on pricing,
competing not
pr
but also on product
flexibility,
service levels, and technology
technology. This
increasingly competitive landscape
means that, as BDMs, we must be
far more deliber
deliberate and strategic in
how we eng
engage the market. We can
no longer rel
rely on a small, established
group of brok
brokers to deliver the
majority of our business.
Instead, suc
success requires a
targeted appr
approach to identify and
develop relationships with broker
firms whose client base, pr
product mix,
and growth ambitions closely align
with our own lending proposition.
By focusing our time and effort on
partners where there is a genuine
strategic fit, we can build deeper,
more sustainable relationships,
drive mutual growth, and ensure we
remain relevant and competitive in a
crowded market.
What are the market
opportunities?
There has been significant growth in
specialist mortgage lending in recent
years, including areas such as limited
company buy-to-let (BTL), complex
self-employed income, and foreign
income cases. This trend is being
driven by changing borrower profiles,
evolving employment structures,
and increasing demand for flexible
underwriting solutions.
Importantly, expansion into
specialist product areas shows
no signs of slowing and is likely
to accelerate further, especially
as brokers seek lenders who can
accommodate more complex client
needs. This environment presents
a clear opportunity for BDMs,
particularly those operating within
the specialist market to play a pivotal
role in identifying and developing
new areas of growth.
By leveraging broker insight
and market feedback, BDMs can
help pinpoint unmet demand and
emerging niches, and work closely
with internal stakeholders such as
underwriting, product, and credit
teams to bring new solutions to
market. In doing so, BDMs move
beyond a purely relationship-based
role and become key contributors
to product innovation, proposition
development, and long-term
business growth.
How do you work with
brokers to ensure the best
outcomes for borrowers?
I begin by building a complete
understanding of the customer’s
background, assessing what could
derail the case but also identifying
the primary strengths. This enables
us to informally pre-underwrite
tricky cases, sense checking that
income, loan-to-value (LTV), property
and criteria fit our requirements.
This means that we can ensure
that all cases that go through to a
formal application have already been
preliminary reviewed, reducing the
number of declined applications
further down the line, saving
valuable time for both the broker and
the borrower.
I think it is also highly important
to be clear on criteria, including grey
areas. Being honest about where
flexibility ends therefore allows
the broker to have a complete
understanding of our position, before
submitting a formal application.
What advice would you
give potential borrowers
in the current climate?
Particularly in the specialist
mortgage market, being honest
about your profile is key. It’s
important to be open about your
income or deposit source, unusual
properties and credit blips (even
historical ones) from the start.
This means that alongside the
broker, we can work through
complex situations and find the best
solution from the start, reducing
the number of surprises that will
get found later in the underwriting
process. Fundamentally, this will
save borrowers valuable time and
ensure that they end up with a
mortgage which is best suited to
their needs.
What would you like
people to know about you
outside of work?
Outside of work I am a keen rugby
enthusiast. I am part of a team which
has achieved strong success over the
last couple of years, and we are now
looking forward to backing that up
as we move into the second half of
the season. Building trust amongst
teammates on a rugby pitch is
fundamental, knowing exactly how
one another works and backing each
other up when things go wrong.
I think the same is true in the
intermediary market. It is important
for us as BDMs to build trust with
our broker partners, finding solutions
to complex cases and building
towards mutual success.
Harpenden Building Society
Established in 1953
Products
◆ Residential and self-build
◆ BTL, limited company BTL and
holiday lets
◆ Large loans of £3.5m for residential
and £2m for self-build
◆ Complex income borrowers
◆ Unusual property types, including up
to three properties on one title
Contact details
brokerteam@harpendenbs.co.uk
01582 463133
February 2026 | The Intermediary
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