I have been employed within the financial services sector since my first real job when I was 19 years old. In that time, I have worked as an administrator, an IFA, and underwriter and I even studied CeMap. Now as I turn 30 and reflect on my career it makes me feel a huge sense of relief and achievement. Many people will agree that enjoying your job just makes everything else you do a little bit easier, and I would have to agree. I think the biggest difference about my current role specifically is the sense of pride I have and the trust I feel I have earned with my superiors who have put their faith in me and my skills. Together we have created what I would say is one of the best solutions in the market to assist us with helping those who really need it to access funding, even when other lenders say no. I have recently read an article where it was quoted: “Underwriting is the backbone of any lending organisation: they are in effect our goalkeepers”. Whilst as an underwriter, I appreciate the recognition that the credit analysis team do have a very important role to play in the bridging loan process, I feel slightly differently. In my opinion, given the freedom of thought and the flexibility to judge using our own expertise and common- sense about what does and does not make a “good” application, without bounds of strictly held criteria, and being given the chance to judge an application on its own merits makes the role not only more enjoyable but more straight thinking in a sense. It comes down to the lender itself, whether that be in a private lender like ourselves, a bank or some other form of funding, offering the flexibility of a non-status criteria can immensely improve the overall reputation of our sector. I truly believe that by adapting our approach in this way we are bringing a significant change to the future generation of borrowers and I would encourage all institutions that have the opportunity to consider this approach to do so.

Though bridging loans have a notorious reputation for being high risk, times are changing. In uncertain times especially, the value of speedy, short-term assistance is becoming more evident- yet high street lenders and banks remain reluctant to lend, even to existing customers with an excellent reputation. At times like these, I believe our approach of adapting to each individual’s need and merit is one that can help consumers more widely. Most lenders are bound by strict criteria, leading them to avoid people with any recent CCJ’s or secured loans in default or missed mortgage repayments.

I believe, however, that this approach overlooks the nuance behind an application. Consider an example: a man in his 50s who recently faced the sudden loss of his wife. For the last 20 years, his wife managed their finances alone, and in the shock of her passing, he was unable to attend to them immediately. As a result, his credit score suffered. However, prior to this event, his credit was perfect- bills were always paid on time, and his account balances stayed in the positive. In this scenario, nearly any other lender would have rejected his application out of hand. However, our lender’s non-status identification, in conjunction with our review on a case-by-case basis with an acceptable LTV, allows us to provide funding thanks to our flexibility and ability to see beyond typical “red flags” that many other lenders use to gauge the risk of lending.

Being part of the leadership team has given me the opportunity to guide our underwriters and mentor them in adapting a new way of thinking when learning Hana’s ethos. I encourage our team to take a more personal view when assessing the viability of our applications, and when this is adapted in addition to a stringent due-diligence process it produces a hugely positive impact on not only the assistance we are able to offer but to our working environment and role-satisfaction, creating a happier workforce with a willingness to enhance their own skills and knowledge too. While the previous experience of using a computer-driven yes-or-no system may have been easier, it lacked the personal fulfillment the opportunity to assess each case individually based on its own merits provides and I am grateful for my team’s willingness to adapt this approach and for our employer’s contribution to creating a change in the market we can all be proud of.