The Intermediary – January 2026 - Flipbook - Page 56
Q&A
LHV Bank
The Intermediary speaks with the LHV Bank team,
including Ryan Lunn, head of lending operations, Kevin
Glover, head of SME product, risk and financial crime, and
Sue Gibney, lending manager and team leader, about the
bank’s recent growth and how it supports brokers through
the application journey
When a new case comes in, where
does the process really begin?
Ryan Lunn (RL): The reality is that it very rarely
starts with a full submission. More often than not,
it begins with a broker checking whether a deal
is workable and, just as importantly, whether the
timelines are realistic.
From our point of view, that first exchange is
about orientation rather than detail, because it
sets up how the wider team will support the case
as it moves forward in the process.
We are careful about being clear early, because it
helps us manage expectations properly and helps
brokers do the same with their clients. When that
foundation is in place, the case tends to run with
less friction later on.
How do you manage momentum
when circumstances change
mid-process?
Kevin Glover (KG): Change is part of everyday
[small to medium-sized enterprise (SME)] lending,
and it affects everyone involved in a deal. It can
come from clients, from documentation, or from
what happens once third parties get involved.
The question is not whether change happens, but
how it is handled when it does, and whether the
response improves decision-making or distorts it.
We are disciplined about not creating
unnecessary noise around a case and staying
focused on what actually improves the outcome
for everyone involved.
RL: In practical terms, that distinction is really
important once a case is moving. If teams feel
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The Intermediary | January 2026
that speed is the only measure of progress,
judgement tends to suffer, and the case becomes
harder to control.
When it is clear that considered decisions are
valued, momentum becomes more consistent, and
that benefits brokers because updates are clearer
and the process feels more dependable for them.
We are also careful about where time and effort
are spent, because there is real value in focusing
on deals that are likely to complete.
How does senior oversight
influence day-to-day
decision-making?
KG: 2025 was an extremely positive year for us and
strong performance brings higher expectations,
which is understandable. What matters is how
that pressure shows up in day-to-day calls,
because brokers feel it when decision-making
becomes more inconsistent.
My role is to keep product risk and operational
reality aligned, so the process does what it says it
will do. Credibility is hard to build and easy to lose,
so when those elements pull together, decisions
are easier to make, easier to explain and easier for
the team to stand behind.
RL: When leadership is clear about priorities
and acknowledges pressure openly, people stop
second-guessing themselves and start making
clearer decisions. That clarity feeds through into
how brokers experience the case.
It also helps us manage capacity in a responsible
way, so service remains strong for the deals
we are progressing. Ultimately, it comes back
to being reliable, and brokers value that more
than anything.
