News

8th January 2026

๐—ง๐—ต๐—ฒ ๐˜๐—ฟ๐˜‚๐˜๐—ต ๐—ฎ๐—ฏ๐—ผ๐˜‚๐˜ ๐˜๐—ต๐—ฒ ๐—ผ๐—ฟ๐—ถ๐—ด๐—ถ๐—ป๐—ฎ๐˜๐—ผ๐—ฟ ๐˜€๐—ต๐—ผ๐—ฟ๐˜๐—ฎ๐—ด๐—ฒ ๐—ถ๐—ป ๐—จ๐—ž ๐—ฏ๐—ฟ๐—ถ๐—ฑ๐—ด๐—ถ๐—ป๐—ด ๐—ณ๐—ถ๐—ป๐—ฎ๐—ป๐—ฐ๐—ฒ

Thereโ€™s a common complaint across UK bridging and short-term lending: โ€œ๐˜ž๐˜ฆ ๐˜ค๐˜ข๐˜ฏโ€™๐˜ต ๐˜ง๐˜ช๐˜ฏ๐˜ฅ ๐˜จ๐˜ฐ๐˜ฐ๐˜ฅ ๐˜ฐ๐˜ณ๐˜ช๐˜จ๐˜ช๐˜ฏ๐˜ข๐˜ต๐˜ฐ๐˜ณ๐˜ด.โ€

Thatโ€™s true โ€” but not for the reasons people often think.

The issue isnโ€™t dealmakers. Itโ€™s a shortage of ๐—ฝ๐—ผ๐—น๐—ถ๐˜€๐—ต๐—ฒ๐—ฑ, ๐—ฎ๐—ป๐—ฎ๐—น๐˜†๐˜๐—ถ๐—ฐ๐—ฎ๐—น, ๐—ถ๐—ป๐˜€๐˜๐—ถ๐˜๐˜‚๐˜๐—ถ๐—ผ๐—ป๐—ฎ๐—น๐—น๐˜† ๐˜๐—ฟ๐—ฎ๐—ถ๐—ป๐—ฒ๐—ฑ ๐—ผ๐—ฟ๐—ถ๐—ด๐—ถ๐—ป๐—ฎ๐˜๐—ผ๐—ฟ๐˜€ โ€” and that gap has widened as the market has grown.

๐—š๐—ฟ๐—ผ๐˜„๐˜๐—ต ๐—ต๐—ฎ๐˜€ ๐—ผ๐˜‚๐˜๐—ฝ๐—ฎ๐—ฐ๐—ฒ๐—ฑ ๐˜๐—ต๐—ฒ ๐˜๐—ฎ๐—น๐—ฒ๐—ป๐˜ ๐—ฝ๐—ผ๐—ผ๐—น

UK bridging finance has expanded rapidly over the last decade, particularly in the past two years. New lenders, challenger banks and private credit platforms have entered the market, volumes have grown, and products have become more sophisticated.

The talent pipeline hasnโ€™t kept pace.

Many originators have learned on the job in fast-moving environments. That builds strong commercial instincts โ€” but not always the skills now required as lending becomes more complex, regulated and risk-sensitive.

๐—ช๐—ต๐—ฎ๐˜ ๐—น๐—ฒ๐—ป๐—ฑ๐—ฒ๐—ฟ๐˜€ ๐—ฎ๐—ฟ๐—ฒ ๐—ฎ๐—ฐ๐˜๐˜‚๐—ฎ๐—น๐—น๐˜† ๐˜€๐˜๐—ฟ๐˜‚๐—ด๐—ด๐—น๐—ถ๐—ป๐—ด ๐˜๐—ผ ๐—ณ๐—ถ๐—ป๐—ฑ

When clients say they canโ€™t hire originators, theyโ€™re usually looking for people who can:

โ€ข Originate confidently and underwrite sensibly

โ€ข Articulate risk clearly to credit committees

โ€ข Operate comfortably within institutional governance

โ€ข Manage relationships when deals get complicated

That combination typically comes from institutional training โ€” banks, structured finance teams, or scaled credit platforms. There simply arenโ€™t enough people with that background relative to demand.

๐—ช๐—ต๐˜† ๐˜๐—ต๐—ถ๐˜€ ๐—บ๐—ฎ๐˜๐˜๐—ฒ๐—ฟ๐˜€ ๐—ป๐—ผ๐˜„

In benign markets, strong sales instincts can be enough.
In todayโ€™s environment, they arenโ€™t.

Higher rates, tighter funding and more scrutiny mean originators are judged on judgment, analysis and communication โ€” not just volume.

The result is a ๐˜€๐˜๐—ฟ๐˜‚๐—ฐ๐˜๐˜‚๐—ฟ๐—ฎ๐—น ๐˜€๐˜‚๐—ฝ๐—ฝ๐—น๐˜†โ€“๐—ฑ๐—ฒ๐—บ๐—ฎ๐—ป๐—ฑ ๐—บ๐—ถ๐˜€๐—บ๐—ฎ๐˜๐—ฐ๐—ต, not a cyclical blip.

๐—ง๐—ต๐—ฒ ๐—ฏ๐—ผ๐˜๐˜๐—ผ๐—บ ๐—น๐—ถ๐—ป๐—ฒ

The originator shortage in UK bridging finance isnโ€™t about numbers.
Itโ€™s about quality, training and maturity โ€” and the market has outgrown its talent infrastructure.

As a specialist in UK bridging finance recruitment, ๐—–๐—ฎ๐—ฟ๐—ฎ๐˜ƒ๐—ฒ๐—น ๐—ต๐—ฒ๐—น๐—ฝ๐˜€ ๐—น๐—ฒ๐—ป๐—ฑ๐—ฒ๐—ฟ๐˜€ ๐—ป๐—ฎ๐˜ƒ๐—ถ๐—ด๐—ฎ๐˜๐—ฒ ๐—ฎ ๐—ฐ๐—ผ๐—ป๐˜€๐˜๐—ฟ๐—ฎ๐—ถ๐—ป๐—ฒ๐—ฑ ๐—ฎ๐—ป๐—ฑ ๐—ต๐—ถ๐—ด๐—ต๐—น๐˜† ๐—ฐ๐—ผ๐—บ๐—ฝ๐—ฒ๐˜๐—ถ๐˜๐—ถ๐˜ƒ๐—ฒ ๐—ผ๐—ฟ๐—ถ๐—ด๐—ถ๐—ป๐—ฎ๐˜๐—ผ๐—ฟ ๐—บ๐—ฎ๐—ฟ๐—ธ๐—ฒ๐˜ by identifying talent with the institutional capability required to perform through the cycle.

 

 

 

 

 

 

 

 

 

 

 

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