As bridging finance grows more mainstream, lenders and brokers are finding alignment through transparency, early communication, and shared strategy
In the post-pandemic years, bridging finance has steadily evolved from a niche solution to a strategic tool in the property market. For Kevin Gibson, Director at Ascot Bridging Finance, one of the most significant changes has been the maturation of relationships between brokers and lenders.
“Especially post-COVID, the relationships have become more collaborative,” Gibson said. “Brokers are more informed about bridging, and lenders have improved in educating the market. Understanding both sides of the coin has really helped those relationships grow.”
Early alignment leads to smoother deals
According to Gibson, the most productive shift has been the industry-wide move toward more in-depth conversations at the beginning of each deal. “We’re seeing potential problems earlier, rather than later on,” he said. “That makes the whole process smoother for clients and improves relationships between both parties.”
Ascot's internal processes now reflect this shift. Their sales team conducts due diligence up front, often before an application is submitted. That means fewer late-stage surprises, faster decision-making, and fewer declined cases due to unknown variables. “The only exceptions are where something has been missed or not disclosed,” Gibson said. “Otherwise, we already understand the deal.”
Communication gaps still cause friction
Despite this progress, Gibson acknowledged that the biggest ongoing challenge is incomplete or late information. “We proceed on one assumption, the broker proceeds on the same, but if the full picture isn’t there, things unravel later,” he said. The result can be costly delays, especially in the non-regulated space where time-sensitive deals are the norm.
When undisclosed issues surface weeks into the process, borrowers may have already paid legal and valuation fees, with little time left to switch lenders. “That’s the biggest friction point,” Gibson said. “We need to be aligned much earlier in the process.”
Speed and transparency require shared accountability
To improve outcomes, Gibson emphasized the importance of setting clear expectations and communicating outwardly with all stakeholders. “If we’re working toward a specific completion date, is the broker aligned? Is the borrower? Are their solicitors?”
He believes the "common-sense approach" should prevail. “There’s still this idea that you only tell the lender what they need to know. I take the opposite view. I want to know everything up front,” Gibson said. “We make all our decisions internally, and we want to lend. But we need the full picture from day one.”
When information is disclosed early and clearly, the rest falls into place. “Everyone wants the same thing: to get from A to B quickly and smoothly. Brokers get paid, clients complete, lenders lend. Everyone’s happy,” he said.
A future of standardisation and strategic use
Gibson expects bridging to continue its shift from reactive to proactive finance. While formal regulation remains uncertain, he sees an increasing emphasis on "regulation-style behaviours."
“We’ve embedded FCA-style policies into our bridging business, even though we’re not regulated,” Gibson said. He predicts more standardised documentation and stricter scrutiny on exit strategies, which he calls "the most important part" of short-term lending.
The professionalisation of bridging is also advancing through adviser education. “When I started in 2001, 'bridging' was almost a dirty word,” Gibson said. “Now we have specific qualifications from groups like LIBF and SimplyBiz. That helps elevate the whole sector.”
Still, he acknowledges that the market remains somewhat fragmented. “There are still players too focused on one deal, not on trust or consistency. But if we keep educating and being accountable, that should raise the bar.”
For bridging to truly be seen as a mainstream product, Gibson believes the industry must treat it as more than a last resort. “It should be part of a client’s strategic toolkit, not something you turn to when everything else fails,” he said. “That’s the long-term goal for a lot of us.”
