During times of economic uncertainty, how can banks like Recognise support SMEs and how does this differ from the traditional high street banks?
At times like this, the main thing SMEs want is a lender that listens, and many business owners tell us they feel stuck between slow processes, rigid rules and a sense that no one is looking at their plans with fresh eyes. I like to think this is where banks like Recognise really show their value.
Flexibility is central to our approach, and we do not rely on a rigid system that puts out a simple yes or no. Instead, we take the time to understand the customer, their plans and the context behind the numbers. There are moments when a business has a good idea but needs someone to listen before they can move forward, so that is where our team steps in.
The other part is judgement. Smaller banks can review cases on their own merit. If a good business has a strong future but a less than perfect past, a high street bank may not have the time or space to look beyond the surface. We certainly will, as our structure allows our decision makers to stay close to the deal and close to the customer. It is not a production line.
The past year has brought plenty of change, and SMEs have had to respond to it all. For us, it means being faster on decisions, being open to a wider range of cases and finding ways to support businesses in a way that feels personal, not remote. In short, we look for solutions rather than reasons to step back.
The Bridging and Development Lenders Association recently announced renewed growth in Q3 2025, with lending and application volumes rising. How do you see bridging finance growing, and what opportunities are available for lenders, brokers and borrowers?
The Q3 figures were definitely encouraging, but the obvious question now is how long that momentum will last. A lot depends on the wider economic climate and, in particular, the Budget. The freeze on income tax thresholds means more people will be pulled into higher tax bands over time, and given many small business owners draw pay through PAYE, it will likely affect personal bills and, for some, their confidence to push ahead with plans. The cut to capital gains relief on sales to Employee Ownership Trusts may also influence how a few owners think about exits and timing.
The bridging market has matured beyond all recognition in recent times and today’s borrowers have clear expectations around speed, clarity and follow through. They need a lender that can keep pace without cutting corners, and that suits us because flexibility is second nature here. If a case needs a more thoughtful review, or if there is a path to a workable deal that others may have missed, we are prepared to look at it.
For lenders, the main opportunity lies in being consistent. There is plenty of noise in the market, with new entrants arriving and others stepping back, but the lenders that will grow are the ones that stay steady and keep their service levels tight.
For brokers, the coming year is likely to be busy. More businesses are considering short term funding for refurbishments, acquisitions and growth plans. They want clarity on terms and clear guidance on what is possible, and if the wider conditions settle, we may see even more of that.
For borrowers, bridging still plays a key role when timing matters. It gives them the space to act without delay and then move on to a longer term plan. As long as lenders stay sensible in their approach, I expect continued demand in 2026.
As we head towards 2026, what are your aims for the bank in the year ahead?
Much of the work we have done in 2025 has been about setting the groundwork for scale. When I joined, the focus was to steady the ship, rebuild core parts of the business and put the right systems, teams and habits in place. We have done that, and so the next phase starts now.
Bridging will remain central to our plans in 2026. We see strong demand, and our focus on judgement led decisions means we can serve that market in a meaningful way. We want to grow, but we want to grow with control and care, not by chasing volume for the sake of it.
The other part of our plan is the property lifecycle. There are gaps in the market where SMEs and property professionals need products that reflect real world activity rather than ideal scenarios. Some lenders create products that look good on paper but do not reflect what brokers are seeing day to day. We are taking the opposite approach by speaking to the market first, then building what is needed.
If a product does not serve a clear need, then it is a drain on time, budget and resources, so everything we launch in 2026 will be tested against actual customer demand, not internal assumptions. That is how we avoid waste and keep the bank focused on what matters.
You have spoken before about turning the business around. What progress has Recognise made so far?
It has been a period of significant change. We are past the stage of foundation building and into genuine delivery. We have rebuilt the core parts of the bank and relaunched with a sharper, more focused outlook, and the team has worked hard to get us to this point. I think you can feel the difference across the business.
Looking back, the big thing for me is the consistency behind the scenes. Where we were at the start of 2025 and where we are today feels like a huge shift. We have rebuilt key systems and reduced the friction that was slowing us down. It is not headline grabbing work, but it is the kind that marks the difference between short term gains and long term strength.
We have also been working on building a culture of straight talking. Everyone here has a voice. When we make decisions, they come from people who have spent years in the lending space, and it shows. That has helped us build trust with brokers, many of whom tell us they can feel the progression in how we operate.
What should brokers and SMEs expect to see from Recognise in the year ahead?
They should expect more of the same focus and a stronger version of the bank they have seen this year. That means faster processes, clearer communication and product development that reflects what the market actually needs.
We will continue to build our presence in bridging, but also look at areas across the property cycle where our flexible approach can support brokers and borrowers with sensible options. We want to be the partner they come to when the case needs thought, speed or both. We will grow where it makes sense to do so and ensure our service levels remain consistent throughout.
Any final words for our readers?
Watch this space as we scale. We have already turned the business around, relaunched with focus and put ourselves in a strong position for 2026. There is a lot to be pleased with and even more to come. The next year will be about taking the solid work of 2025 and turning it into something bigger, better and built to last. It is an exciting time for us and, I hope, for the brokers and SMEs we work with.
This article originally appeared here: The Intermediary – December 2025 – Flipbook
