Which locations and how many advisers and broker firms do you cover in your role at Recognise Bank?
I am based in the Midlands, which gives me a strong base for building relationships with brokers across the region. I think that a local presence really matters, especially when you are trying to grow awareness and trust with firms that value honest, face-to-face relationships.
That said, my role is not limited to the Midlands. I work with broker firms across the UK, supporting a wide range of SME and property-backed cases. That fits well with Recognise Bank’s approach. From day one, the goal has been to be a specialist bank that understands and supports the real-world needs of UK business owners, rather than a general retail bank trying to cover all bases.
What personal talent or skill is most valuable in doing your job?
Analytical thinking is probably the most important skill for me. Many of the cases we look at are not simple, so you have to understand the real story behind the numbers.
Breaking a proposal down properly helps identify where the risks sit, but also where the strengths are. Explaining that thinking clearly to brokers and customers builds trust. They can see that the case is being looked at in the round.
Aldermore Insights with Jon Cooper: Edition 6 – Busy lives, bigger pressures: why switching off matters more than ever
Sponsored by Aldermore
What personal talent or skill would you most like to improve on?
I work hard to come back to brokers quickly, but there is always room to improve. Speed really matters in this market, particularly when clients are working to tight deadlines or juggling lots of moving parts.
What is the hardest part of your job?
The nature of our mission as a bank to provide flexible funding solutions does mean that challenges can arise during a transaction. It can be difficult to predict exactly what those challenges might be ahead of time. However, our commitment to clear, transparent communication means that when they do appear, both broker and customer are aware and confident that we are focused on delivering the best outcome.
I think this is where specialist lenders, such as ourselves, show their real value. Rather than just looking at the balance sheet, we also underwrite the story behind the deal. That might mean shaping a facility around a specific plan, or having an open discussion about what is realistic at an early stage. Clear communication and transparency around risk are absolutely vital. When brokers recognise where they stand, it builds confidence and progresses the relationship.
What do you love most about your job?
I really enjoy seeing a customer’s plans take shape. Being involved from the outset, understanding what they are trying to achieve, and then helping them move from idea to execution is very fulfilling for me.
Because we focus on UK SMEs and providing solutions to the unique funding scenarios that can present, you often feel you are supporting genuine growth. Whether that is helping a business expand, refinance, or stabilise cash flow, it all feels meaningful.
What is the best piece of career-related advice you have ever been given? Who gave it to you?
That it is okay to say no. It does not happen very often, as I will always strive to find a solution where I can. But in those instances, a quick response is key. For me, what matters is being clear and timely. It is imperative that brokers get straight answers so they can advise their clients properly and explore the alternatives without wasting time.
How do you keep up to date with developments in the market?
I am subscribed to all the major specialist property finance publications, which provide useful insights into what is happening across the industry.
Equally important are our conversations with brokers. Hearing what they are experiencing with other lenders, solicitors and valuers gives a very practical view of how the market is behaving on the ground.
What is the most quirky or unique property deal you have been involved in?
One deal that comes to mind involved a former Methodist church hall that had already been converted into an art gallery. The customer then wanted to turn it into a 23-bed student accommodation block.
It is safe to say that there were planning challenges, particularly around preserving original features, but the project was completed to a very high-quality standard. The deal went through successfully and even resulted in the customer returning for a commercial term loan, which I arranged to help reduce the customer’s ongoing interest costs. This experience improved my ability to respond quickly to challenges and is something I am confident taking forward.
Tell us about your trickiest case. What happened and how did you resolve the problems?
That involved a landlord who was looking to buy a public house from a brewery to make it free of tie. The recent trading figures were not strong enough for a high street bank, so the case needed a distinct approach.
We relied on projected income figures prepared by a suitably qualified accountant, supported by a detailed business plan explaining how those projections would be achieved. There was also a degree of complexity around the deposit, which was being gifted by a family member living overseas. By working in step with solicitors and completing enhanced checks, we were able to address those concerns and successfully complete the deal, with all parties happy with the result.
What was your motivation for choosing this career?
I originally looked at accountancy apprenticeships after leaving school, but an opportunity to work at a property finance broker firm caught my attention. The more I learned about the sector, the more it appealed to me, and it quickly became the right path.
If you could do any other job in the property sector, what would it be and why?
Probably a plumber. I have family members who work in similar trades, and I have a lot of respect for skilled tradespeople. Without them, properties simply would not function or improve.
Finally, what do you think brokers value most about working with Recognise Bank?
Clarity and access. From the outset, the aim has been to stay relevant to brokers, be clear about risk, and remain aligned to the changing needs of UK SMEs.
That means shaping facilities to fit the plan in front of us, and giving brokers and customers direct access to decision-makers. Sometimes, that is a property-backed bridging loan to meet a tight deadline before moving into longer-term funding. Other times, it is structuring term repayments around cash flow and taking a pragmatic view on security and ownership.
The principle is always the same: finance that moves at the customer’s pace, with transparent terms and sensible leverage.
