UTB aligns bridging and BTL teams as technology reshapes specialist lending

United Trust Bank’s decision to bring its buy-to-let and bridging sales and underwriting functions under one director is more than a management change. It indicates how specialist lenders may seek to reduce friction between initial broker engagement, case assessment and the final credit decision while continuing to invest in technology.

Bridging Loan Directory reports that Gene Clohessy has been promoted to Director of BTL & Bridging, with responsibility for sales and underwriting across both areas. She joined UTB in July 2025 as Director of Underwriting for Bridging and has 20 years of banking and real estate finance experience. Her appointment comes as the bank invests in its BTL and bridging propositions and recruits further senior underwriting and sales roles.

Closer alignment could improve execution

For developers and investors, the relevant issue is not the organisational chart itself but whether it creates a more consistent route from enquiry to offer. Bringing sales and underwriting under common leadership could help ensure that cases are discussed with credit considerations in view from the outset. It may also allow feedback from brokers and borrowers to reach decision-makers more directly.

This matters particularly where a bridging transaction has a tight timetable or contains features that require experienced judgement. A quick initial response has limited value if the proposed structure later encounters an underwriting issue. Greater coordination should therefore be assessed through the quality and consistency of decisions, rather than speed alone.

• Developers should continue to present the proposed use of funds, project position and repayment route clearly.

• Investors should test whether a lender’s criteria match the asset and intended strategy before relying on an expected completion timetable.

• Brokers should establish which information is required at submission and which issues need early underwriter discussion.

Automation is being directed at administration

According to Bridging Loan Directory, UTB launched a new Bridging Portal in July. It enables brokers to submit and progress cases 24/7 and incorporates integrated credit searches, electronic document uploads and digital workflows. It also removes the need for wet signatures. UTB says this allows underwriters to spend more time applying experience and judgement to credit decisions and supporting brokers.

The bank recently progressed one bridging application from submission to offer in less than 24 hours through the portal. That example demonstrates the potential for an efficient process, although it should not be interpreted as a standard timeframe for every transaction. Case complexity, documentation and the outcome of underwriting will remain relevant to execution.

The more important strategic point is the division of work. UTB is using automation for repeatable administrative tasks while positioning human expertise around case understanding and credit judgement. For borrowers, the practical benefit will depend on submitting complete and accurate information. Digital workflows can accelerate movement of documents, but they cannot resolve gaps or inconsistencies in a proposal.

What this signals for the financing market

UTB’s investment suggests that lender competition is increasingly focused on the complete broker and borrower experience, including access to decision-makers, process visibility and administrative efficiency. The bank is also preparing further enhancements to its bridging proposition and says it has made significant changes to BTL criteria and processes.

Its recruitment plans reinforce the scale of that intent. Bridging Loan Directory reports that UTB is seeking a Head of Underwriting for BTL & Bridging and a new Sales Director dedicated to the two areas. These appointments are intended to support the existing sales team and strengthen broker coverage.

For the wider market, technology and personal underwriting should not be viewed as competing models. The stronger proposition may be one in which routine stages are handled efficiently while experienced people remain accessible for complex cases. Developers and investors comparing funding routes should therefore consider not only product terms, but also the lender’s process, decision-making structure and ability to engage with the substance of a transaction.

Preparation remains central

UTB’s restructure and portal investment may support faster, more cohesive case handling, but borrowers still need to approach bridging and BTL finance with a credible structure and clear supporting information. A well-prepared submission gives lenders a better basis on which to exercise the judgement that automation is intended to free up.

For finance brokers, the development also underlines the value of understanding how each lender combines criteria, technology and underwriting access. The appropriate route will depend on the individual transaction, its timetable and the issues that require consideration.