Strength in collaboration: Transforming credit at Close Brothers Broker Solutions

Before we talk about the team, briefly tell us about your journey to your current role

I’ve spent over two decades in the financial services sector, progressing through a variety of underwriting and credit leadership roles.

My credit journey began in asset and vehicle finance underwriting at BOSEF (Bank of Scotland Equipment Finance) and then Lex Autolease, where I developed a strong foundation in credit analysis. I then moved to LDF (now White Oak), where I rose from Credit Underwriter to Credit and Support Team Manager, gaining experience in managing teams and helping to shape credit policy.

As this business grew and was eventually bought by a US-based funder, we rebranded as White Oak Europe. During this transition, I took the lead on managing our external funding relationships and oversaw two operational teams.

Since April 2022, I’ve been Credit Manager at Braemar Finance, reporting directly to the MD and overseeing credit strategy and team development.

Since becoming Close Brothers Broker Solutions, what have been the Credit team’s biggest challenges – and achievements?

The biggest challenge and one of our proudest achievements to date has been bringing together three separate credit teams (Braemar Finance, Close Brothers Business Finance, and CAS) into one unified Broker Solutions credit function.

It’s never easy merging different teams, appetites, systems, and ways of working, but the team has really stepped up. There’s a real sense of energy and shared purpose, and everyone’s eager to help shape this new division into a market leading credit function that’s ready to support Broker Solutions’ growth ambitions.

Looking ahead, what are the team’s aims for the next year?

Our focus for the next year is to continue supporting business growth while maintaining a commercially sound credit appetite. This includes further developing team capabilities, refining our appetite to align with market conditions, and strengthening collaboration with our direct sales team within Braemar Finance and our broker partners.

Something that will help us get there will be the smarter use of technology — whether that’s through improved data analytics, automation of routine processes, or scorecard / auto decisioning tools — to drive efficiency, consistency, and insight across the credit function.

We’ll also prioritise succession planning to ensure the team is future ready.

Ultimately, what does ‘great’ look like for the team?

‘Great’ means being a trusted, responsive, and commercially minded credit function. It’s about making correct decisions quickly and being seen as a partner to the business. It also means fostering a positive team culture where individuals are supported in their development and feel empowered to contribute.

Looking through the lens of a broker, what is best practice when it comes to submitting proposals?

At Close Brothers Broker Solutions, we’re all about supporting SMEs across the UK, and being covenant led means we focus on affordability. Whether that’s shown through financials or projected income from the facility we are looking to support, it’s key to getting a deal over the line.

The best proposals are the ones that tell a clear story, and:

• Include all the relevant information proportionate to the size of the request
• Line up with our appetite
• Explain what the funding will do for the customer

When brokers are proactive, quick to respond, and send in well-structured deals like this, it makes a big difference and usually leads to better approval rates.

What would you say are the Credit team’s top three priorities?

1. Credit appetite / risk management

The obvious one! Strong credit functions are built on consistent and commercially sound decision making. That means underwriters should feel empowered and trusted to apply their judgement, whilst supported by data and technology that brings greater consistency and sharper insights.

2. Co-own the franchise with sales

A high-performing Credit team does more than assess risk - it can deliver growth. That happens through close collaboration with sales and brokers, maintaining a credit appetite that supports business growth while managing risk.

3. People development

Long-term success depends on having a resilient, skilled, and motivated team. That’s why I believe in ongoing coaching, training, and mentoring, fostering a positive culture of recognition, collaboration, and continuous improvement. Succession planning and understanding your teams’ aspirations are also essential to building a future ready team.