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How the Bridging Finance Industry Continues to Grow
Bridging finance has grown from a specialist lending solution into an important part of the property finance market. Today, it helps homeowners, investors, developers, and businesses complete time-sensitive transactions when traditional lenders cannot move quickly enough. The industry has expanded steadily over the last two decades, driven by increased demand for fast funding, greater awareness of short-term finance, and the arrival of more specialist lenders. What was once considered a niche product is now widely used across both residential and commercial property markets. The Origins of Modern Bridging Finance Modern bridging finance in the UK is closely linked to entrepreneur Henry Moser, who founded the Blemain Group in 1974. The business later became Together, one of the UK's largest specialist property lenders. Although short-term lending existed before then, Moser played a major role in developing bridging finance into the structured financial product that is widely recognized today. Since those early days, the market has become far more professional. Specialist lenders now work alongside banks, private investors, and institutional funders to provide financing for a wide range of borrowing needs. A Growing Market The size of the bridging finance market continues to increase. Industry estimates place the UK bridging loan market at around £10.9 billion in outstanding lending, with forecasts expecting further growth over the coming years. Some analysts predict the market could exceed £12 billion as demand for flexible funding continues to rise. Growth has been supported by changing property markets, higher levels of investment activity, and borrowers seeking faster alternatives to traditional mortgage providers. Lending volumes can also be affected by broader economic and political factors, including general elections that influence the property market. Industry surveys also indicate continued confidence. One recent survey found that 62% of lenders expected origination volumes to increase, highlighting ongoing optimism across the sector. Common Uses for Bridging Finance Bridging loans are designed to provide short-term funding, usually until a property is sold or longer-term financing is arranged. One of the most common uses is purchasing property at auction, where completion deadlines are often just 28 days. Bridging finance is also widely used for property renovations, refurbishment projects, broken property chains, land purchases, commercial investments, and buying a new home before an existing property has been sold. Property developers frequently use bridging loans to secure opportunities quickly before arranging development finance or refinancing once construction or renovations have been completed. For homeowners, regulated bridging finance can provide the funds needed to purchase a new home before selling an existing one, helping prevent missed opportunities in competitive property markets. Similarly, with UK inheritance tax reaching 40%, beneficiaries may use a bridging loan to pay inheritance tax before probate is granted or before estate assets have been sold. As the market has matured, bridging finance has evolved from being viewed as a lender of last resort into a strategic funding solution used by experienced investors, developers, businesses, and homeowners alike. More Choice Than Ever Before Competition has played a major role in the industry's growth. The UK now has well over 100 specialist bridging lenders, ranging from long-established providers to newer fintech-backed businesses. Alongside them are thousands of mortgage and specialist finance brokers who help borrowers identify suitable lenders and structure financing solutions. Independent brokers continue to play a vital role. Recent research shows they remain the leading source of new bridging loan business, reflecting the value borrowers place on expert advice when comparing specialist lending options. The United States has also experienced significant growth in bridge lending. Hundreds of private lenders, hard money lenders, and commercial finance companies now provide bridge loans across both residential and commercial property markets. Thousands of mortgage brokers and commercial finance professionals help connect borrowers with these lenders, making bridge financing an established part of the broader U.S. lending industry. Looking Ahead The future of bridging finance appears strong. Technology is streamlining applications, underwriting is becoming faster and more efficient, and lenders continue expanding their products to meet changing customer needs. As property transactions become increasingly competitive, borrowers place greater value on speed and flexibility. Bridging finance delivers both, making it an attractive solution for buyers, developers, landlords, investors, and businesses. More than 50 years after Henry Moser founded Blemain Group, the industry continues to evolve. With growing investment, increased competition among lenders, and greater awareness among borrowers, bridging finance is well positioned to remain one of the fastest-growing sectors within specialist property lending for years to come.

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Banks And Insurance: Bridging The Culture Gap
If you don’t acclimate yourself to the idiosyncrasies of banking culture, you might find yourself pulling your hair out as you try to work with a bank. This document by Fred Dent provides a comprehensive list of contrasts between banks and insurance agencies. The cultural differences between banks and insurance agencies are significant. They’re the real issues that you’ll have to manage if you’re considering a relationship with a bank. A frank discussion of these differences will improve your chances of success. It might cost you some time and money, but the pain will be less in the long run. Banks aren’t sales driven. They engage in a sophisticated form of risk management by making 'small risk' loans. Most bank boards are very slow to change. You might find their processes difficult to understand, particularly when compared with the workings of an insurance agency. Bank leadership doesn’t understand how insurance agency owners and operators are compensated. They’re astonished when they find out that many agency principals make more than $100,000 annually — more than many bank presidents. They also fail to recognize that agency commissions of 10%-15% are for smaller amounts. Bankers often work on a spread of 5%-7%, so they see the higher percentages of agencies as a real opportunity. It takes a while to understand that banking institution loans are usually for much higher amounts than insurance premiums. Banks undergo significant regulatory overview. Agents don’t fully understand the extent of the regulators’ authority. It’s very difficult for banks to get their staff to buy in to what they feel are added responsibilities. Most bank employees I know feel overworked and underpaid. Putting bank employees through a comprehensive licensing program is essential to the success of a joint venture. But it can be difficult to initiate and complete. Bank employees must complete reports on everything from accounting transactions to deposits and loans. Many banks have sophisticated cost accounting systems that emphasize cutting costs, rather than making sales. Insurance professionals understand that the sales process can be expensive. Your banking counterparts might not. Bank leadership has probably never experienced an insurance company levying production requirements. Most bankers understand the requirements of risk management underwriting. But they’ll have a hard time dealing with the rejection of a Commercial client — with whom they enjoy a favorable relationship — due to the difficulty of writing their requested class of business. When bankers hear 'the market' they think of their customers, not whether an insurance company will take a look at their prospect. Their potential for substantial financial loss leaves banks scared to death of making Errors & Omissions mistakes. They also dread having to tell a bank/insurance customer that their claim might not be paid. Agents must emphasize E&O as a second line of protection. The first line is quality control training in the agency. Banks typically don’t emphasize continuous training for their employees. You’ll have to explain the various states’ continuing education and the benefits of this training in terms of sales, understanding policies, and preventing E&O claims. I know of some agents who profited by selling their agencies, but left soon after because bank practices drove them crazy. It’s relatively easy to understand that banks function more like insurance companies than like insurance agencies. Discuss these issues up front. It’s better to address the differences early in the negotiations than to have the negatives overwhelm you after the relationship is cemented.

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Program Overview from Novatae Risk Group Novatae Risk Group offers a focused USL&H - Marine Workers Comp program to help agents place challenging and specialty marine accounts. Whether your client works on vessels, on piers, or onshore adjacent to navigable waters, this program delivers workers’ compensation solutions tailored to maritime and waterfront exposures. Novatae places business with several top-rated carriers (markets as high as AXV by A.M. Best) and provides access to both admitted and non-admitted markets. Ideal Accounts and Appetite This program is built for businesses that require USL&H coverage — from clean-mod operations to accounts with elevated experience mods or prior lapses. Novatae will consider a wide range of marine and waterfront class codes and is comfortable underwriting risks that don’t fit standard markets. Targeted Industries Include: Boat service and repair contractors Fishermen and fishing tour operators Scuba diving trainers and ski rental operators Marina operators and shipbuilders Bridge builders and painters Dock, pier, and marine construction contractors Offshore oil and platform workers Artisan, Trade, and Service Contractors That May Need USL&H: Electricians, painters, and carpenters working over, from, or adjacent to navigable waters Crane installation and repair crews Engine and refrigeration repair technicians HVAC and sheet metal contractors Wallboard installers and concrete workers operating on marine projects Ship cleaning and passenger vessel operations Program Highlights Multiple carrier options — flexibility to place difficult risks Aggressive pricing strategies when appropriate Broad acceptance of class codes and unique marine exposures First-dollar coverage options available Loss-sensitive and high-deductible plan structures Monthly payroll reporting available Not a PEO — this is a traditional workers' compensation program Underwriting Notes and Minimum Premiums Minimum premiums typically start at $10,000 in most states. Novatae evaluates accounts with elevated X-mods and does not automatically decline risks with prior lapses in coverage. Final terms depend on class mix, payroll, loss history, and project details. Territory and Market Access The USL&H - Marine Workers Comp program is available in most U.S. states, including coastal and inland regions: AL, AK, AZ, AR, CA, CO, CT, DE, FL, GA, HI, ID, IL, IN, IA, KS, KY, LA, ME, MD, MA, MI, MN, MS, MO, MT, NE, NV, NH, NJ, NM, NY, NC, OK, OR, PA, RI, SC, SD, TN, TX, UT, VT, VA, DC, WV, and WI. Why Work With Novatae Risk Group As a Managing General Underwriter and E&S broker, Novatae combines niche underwriting expertise with market access for marine and USL&H exposures. Their team focuses on practical placement solutions for accounts that are difficult to place in standard markets and works with agents to structure terms that balance coverage and cost. You might bring Novatae a marina with on-site repair operations and mixed class codes, or a contractor performing bridge work over navigable waters — both are the sort of accounts this program targets. Novatae’s flexibility and carrier relationships make it a strong option when traditional markets say no. Frequently Asked Questions What types of accounts are a good fit for this USL&H program?This program suits marine-related businesses such as boat repair contractors, marina operators, offshore oil workers, and artisan contractors who work on or adjacent to navigable waters. Can I submit accounts with a high experience mod or no prior coverage?Yes. Novatae accepts accounts with high X-mods and is open to risks with lapsed or no prior coverage, subject to underwriting review of the total risk profile. Is this a PEO solution?No. This is a traditional workers' compensation program (not a PEO). Policies are issued through admitted and non-admitted carriers with direct coverage for insureds. What is the minimum premium for this program?Minimum premiums generally start at $10,000 in most states. Actual pricing will vary based on class codes, payroll, loss history, and selected coverage options. In which states is the program available?The program is available in most U.S. states, including coastal and inland regions. See the territory list above for specific states. Need help placing an account? Connect with a market specialist.

Tough Positive Management
TOUGH POSITIVE MANAGEMENT by Mike Manes This is the fourth in a series of articles by Mike Manes on managing organizations and leading people. The first article created a management “Jambalaya” using various ingredients: “Leftover” ideas that apply in the world of people and work. The articles that follow will use the same ingredients and a fresh approach to create an entrée: Nutritious food for thought.   Although the title of the article includes the term “management,” I believe that things and processes are managed and people are led. Business at its most basic level is about people: Those who buy and use what we make (customers) and those who make or deliver or provide what customers buy and use (manufacturers, distributors, providers, and so forth).   If you disagree with this premise, that's fine. People differ — that's what makes business a challenge.   The question is: Can management (leadership) be tough, positive, and effective?   I'm 56 years old, stand 6”2' and weigh about 220 pounds. My mother is 4”11'. I've been taller than Momma since I was in grammar school. Momma wasn't physical in “managing my childhood” — she didn't have to be. Intuition told me that I didn't want her to get physical. She was firm, and I respected that.   Geronimo (Mr.) and Kilroy (Mr.) were the daddies of some of my best friends. Both were combat veterans. When I was a boy, if I went into their houses, I'd take off my shoes at the door and lower my voice for fear of disturbing them. Today when I walk into their houses, I do the same.   Today, I'm bigger than both of them and yet I still stand in awe of them. As a boy, I respected their physical presence. As a man I respect them — who they are, what they know, and what they did and do. Most of all, I remember the structure they provided in our world and I respect them for it.   That was then, this is now. As I walk through the mall, I see women taller than Momma and men bigger and “badder” than Geronimo and Kilroy negotiating with their children. These kids are running wild and their parents are attempting to rein them in with those most feared words, “Get over here now before I count to three. One, Two, Three … ” Ambiguity.   Our world had structure. Parameters were clearly defined, with expectations that we would honor them. There was oversight of the process; we were held accountable, and the consequences were real and applied. It was tough, but we respected our parents and the process.   Effective organizational leadership is similar. It's about leading in the creation of an environment (parameters) for an organization and establishing a process (expectations, oversight, accountability, and consequences) in which every member of the organization can contribute to the shared vision and achieve the mission.   This is a process of defining a current reality, establishing a future ideal, bridging these two points, and motivating, organizing, and energizing the followers to cross the bridge: No ifs, ands, or buts.   The current reality involves who you are as an organization and as individual members of this organization. The future ideal concerns the vision and the objectives/results that the individuals and the organization want and need to achieve. The bridge is who you need to be as an organization and as individual members of this organization.   CURRENT REALITY   As an organization, what's your history, your present, and your culture? Are you entrepreneurial or bureaucratic? Do you make things happen or do you “sit on” what has already happened? Do you search for excellence or seek to sustain mediocrity (the status quo)? Do you look to the future with enthusiasm or trepidation?   Do you see new customers as an opportunity or a task? Do you use your processes and systems as tools to leverage relationships for positive change or as weapons to kill innovation? Do you view employees (team members) as an investment or an expense? Do you tell employees what to do or encourage them to think and risk on their own? What do you reward, and punish? Who are your heroes?   THE FUTURE IDEAL   Do you like who you are? Are you getting the results you need? Is the marketplace you compete in static or dynamic? Is staying where you are, as you are, who you are, and doing what you do an option? (If you answered “yes,” you don't need leadership; just manage the status quo! You're ignoring the reality that to survive and prosper in a rapidly changing world, all people and every organization must change — and change requires leadership).   Based on the leadership analogy in this article, what are the parameters of your organization? Your values are the foundation of the organization you build: The Ten Commandments and the Constitution. When questions arise, you can measure issues against these and know what's right or appropriate.   Begin by making certain that the values you have are the values you need for the future. Establish these standards, share them, and live them.   Your vision is the future ideal and the mission is the organization needed to attain it. These, together with your values, create the parameters of your world. If something you do isn't compatible with this framework, don't do it.   The leader must make sure that everyone — everyone — in the organization understands these parameters and will work within them. Those who can't or won't go along with this need to leave the organization as soon as possible. This is an absolute.   In terms of expectations, everyone who remains must play a role that's clearly understood by the leader and other members of the organization. Although most members of an orchestra play only one instrument, and every instrument differs, everyone knows how the various sounds (roles) fit together to make great music.   I repeat: Make sure that the leader as well as each member of the team (organization) understands every role. Ask people in your organization to write their job description, the most important thing that they do, and what gets rewarded and punished. Then do the same exercise in terms of your expectations of your people, and compare the two sets of answers: Do these descriptions look like the same job or organization? If you really want a challenge, ask team members to define the roles of others with whom they work, and then compare all three!   This “expectation management” process is critical. Before you begin your venture into tomorrow, you and every team member must develop individual and collective roles that will “fit together” to facilitate achievement of your vision and Mission, without violating your Values.   Oversight is the next critical step. Make sure that this is an ongoing process, not an event. Oversight seeks tough answers to easy questions. Does the existing organizational culture and infrastructure facilitate your Vision and the expectations of your team? If not, are you willing or able to change the culture? Warning — changing a culture is very difficult. If you can't change the culture, revise the vision or mission.   Is each individual in the organization compatible with and committed to your shared values and vision? Are they in the right role? Are they responsible? Do they have the authority to do what's asked? Would they be better suited to another role? Is each individual willing and able to do their job? If they aren't able, will you develop them? If they aren't willing, will you create an environment in which they'll motivate themselves to do the job? If they aren't willing and able, can or will you terminate them? Why not?   Is the plan right? Are you on track? If so, can you move faster? If not, what must you do to get back on track? What are your contingency plans?   Ongoing oversight closes the circle by providing accountability and consequences. Are the system, plan, and processes working? Is the organization performing as promised? What about individual team members? What is the market doing?   If team members are meeting expectations and honoring agreed commitments, are they being rewarded? If expectations aren't being met, is the team member being rehabilitated — developed, trained, or encouraged — with environmental changes that will improve their motivation? Motivation is internal to each of us; the leader can only manipulate the environment, not change the individual.   Can management (leadership) be tough, positive and effective? The only answer is “yes.” Can management get positive results without this format? Occasionally. Even a blind hog will find an acorn every now and then. Tough, positive management works, but not “because I said so.” It works because it provides what people want and need: Structure.   Michael G. Manes can be reached at Square One Consulting, 625 Weeks Street, New Iberia, LA 70560,  cell 337-577-3885, e-mail [email protected], or visit www.squareoneconsulting.com.