Can you tell us about the UK lending landscape and explain how SBS fit into all this?
The UK lending landscape mainly refers to areas like mortgages, loans and asset finance. The UK has one of the highest homeownership rates in Europe, so the mortgage market is huge. SBS plays a key role here — our SBP Core Mortgage and Savings Suite (MSS) processes 1 in 5 UK mortgages meaning it has a huge impact on homeownership in the UK.
We also support the asset finance space — loans for things like cars and vehicle fleets —working with major brands like Audi and BMW. So overall, SBS has a strong presence across both retail and wholesale lending in the UK.
Can you describe your role and main responsibilities as a Business Development Director within the UK lending landscape?
Sure! I’m the Business Development Director for UK Lending at SBS, which means I look after all our lending products in the UK — from Core MSS to Specialised Finance.
I see myself as SBS’s ambassador in the UK lending market. I spend a lot of time building relationships with companies we’re not yet working with, learning about their long-term goals, and figuring out how we can support them. Any project around core banking is hugely significant, so you have to ensure you are positioned as a partner who can deliver value and security in that decision.
That might mean helping firms find the right products, offering services, or simply giving strategic advice. Ultimately, it’s about showing them how SBS can be a valuable partner in their journey.
You work with both Tier 1 banks and specialised lenders — what’s the biggest difference in their needs, and how does SBS adapt to serve both effectively?
That’s a great question. The biggest difference lies in what drives each type of organisation. With Tier 1 banks, the focus is usually on profit and margins — they’re accountable to shareholders, so every conversation has to clearly show value.
Specialised lenders, on the other hand, often have mission-driven goals. For example, one client I work with focuses on impact investing. With them, the conversation is not just about margins but also how we can support their ESG goals and social mission.
So for us at SBS, it’s about adjusting the conversation and the value we bring — whether it’s commercial growth or purpose-driven outcomes.
You describe these institutions as the backbone for growth. Could you share an example where lending made a real, visible difference to communities or businesses?
Absolutely. As I mentioned earlier, the UK has one of the highest homeownership rates in Europe — much higher than countries like Germany, where only around 45% of people own their home, compared to the UK which is around 67%.
A big reason for that is The Building Society Sector, which has been around for over 250 years. These mutual organisations have played a vital role in helping people access mortgages — often in ways traditional banks might not have allowed – they value their customers (members) and are not driven by shareholder value in the same way conventional banks are.
Therefore, they have made homeownership more accessible to millions, supporting not just individuals but also the broader stability and growth of communities. So when I talk about them being the backbone for growth, that’s exactly what I mean — they’ve created a generational impact on people’s lives through home ownership.
In your experience, what do UK borrowers value most today?
That’s a great question, and I’d say it really depends on age. Younger borrowers want a fast, fully digital experience with no paperwork or human interaction. Older customers, meanwhile, still value a face-to-face service and personal guidance — some still even use passbooks. Lenders need to serve both, and that’s where SBS adds real value: helping our clients offer both digital ease and human connection.
The UK and Ireland’s lending and savings sector is evolving fast. What do you see as the biggest transformation underway right now?
From my perspective — and maybe I’m a bit biased given my background in APIs and integration — the biggest shift right now is the move towards API-driven architecture.
More and more clients are asking for systems that allow them to plug in new services easily, without having to overhaul their entire core banking platform. It’s all about agility — being able to adapt quickly, offer new products, and respond to customer and business needs without long development cycles.
That demand for flexibility and speed is what’s really driving transformation in the sector rightnow.
What’s a common misconception people have about the lending industry today?
One common misconception is that the lending industry isn’t really on the side of customers.In reality, a lot is being done to make access to lending — especially mortgages — more straightforward and accessible.
The regulatory environment today is much stronger than it was pre-financial crisis, and customers are far better protected. That’s especially true in the building society sector,where the focus on members is paramount.
So, while lending is often seen as purely transactional, I think many institutions are doing far more than people realise to act in their customers’ best interests. A great example recently would be Nationwide’s ‘big give-away’, where every member was given £50 as a thank you.
If you had no constraints — how would you improve the UK lending market?
If there were no constraints, I’d focus on making the UK lending process as digital and seamless as possible. Right now, about 80% of mortgages in the UK come through brokers, meaning most people still rely on face-to-face interactions.
Whilst I think brokers play a key role, I also believe the industry would benefit hugely if more people could get mortgage approval entirely through a digital process — cutting out the middleman and speeding up access. That shift could make lending more accessible and efficient for everyone.
What’s an important lesson you’ve learned over the years?
An important lesson I’ve learned is: never be afraid to ask questions and never work on assumptions. It’s much smarter to say, “Can you explain that to me?” or “can I check my understanding of this?” and really validate something than to pretend you know it all.
People respect honesty and curiosity, showing a desire to truly understand something builds trust and helps you grow faster.
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