Adam Tyler has stepped into the role of CEO of the Bridging & Development Lenders Association (BDLA) at a time of optimism for the sector, as it looks to build on strong foundations in terms of both growth and reputation. With more than two decades of trade body leadership behind him, we caught up with Adam to discuss the outlook for the year ahead and his priorities for the BDLA.
Adam, you’ve taken on the CEO role at a time when bridging and development finance is enjoying sustained growth. How would you characterise the state of the market as we head into the year ahead?
The overriding words I would use are professionalism and maturity. We’ve seen bridging grow from a relatively small, specialist corner of the market into a £14bn sector that now plays a critical role across the wider property finance ecosystem. What’s particularly encouraging is that this growth hasn’t just been about volume – it’s been accompanied by higher standards, better data, stronger underwriting and a much broader base of both brokers and borrowers.
As we look ahead, confidence is gradually returning. Inflation has eased, interest rates are stabilising, and we’re seeing renewed activity from investors and developers who had paused decisions over the past couple of years. Bridging and development finance is well placed to support that recovery, so there are genuine reasons to be optimistic.
Bridging has continued to grow even while parts of the wider mortgage market have remained relatively flat. Why do you think bridging and development finance has proven so resilient, and what’s driving that growth?
That’s a really important point, because the growth we’re seeing in bridging isn’t accidental, and it’s not purely cyclical.
One of the biggest drivers has been greater awareness and understanding of how bridging can be used and the awareness of property professionals. It’s no longer just about chain breaks or short-term urgency. Brokers and borrowers now turn to our specialist lenders for bridging to fund refurbishment projects, property conversions, semi-commercial assets and to manage cashflow more strategically within a buy to let portfolio.
At the same time, investors are much more focused on adding value, rather than relying on capital growth alone. Bridging finance is well suited to that approach because it allows borrowers to move quickly, execute a plan, and then refinance or exit once value has been created.
We’ve also seen more brokers from the residential and buy-to-let space engaging with bridging as they recognise it as a practical problem-solving tool, rather than a niche product. That broader broker involvement has helped normalise bridging and embed it into mainstream advice.
So, while parts of the wider market have been relatively flat, bridging has grown because it meets a very specific need: flexibility in a market where adaptability really matters.
What do you see as the biggest opportunities for lenders and brokers in the coming year?
Opportunity often comes from uncertainty, and we’re still operating in a market that requires adaptability.
Development finance, refurbishment-led projects, semi-commercial assets and alternative exit strategies all continue to present strong opportunities. We’re also seeing increasing creativity in how deals are structured, with bridging sitting alongside longer-term finance as part of a planned journey, rather than a standalone solution.
For brokers, the opportunity lies in understanding the full ecosystem of specialist finance and using bridging more confidently as part of a broader solution for clients. For lenders, it’s about depth of proposition, clarity of criteria, and continuing to invest in technology and people to deliver consistently good outcomes.
Regulation and oversight remain a key talking point. How is the BDLA engaging with regulators as the market evolves?
Engagement with regulators is central to our role as a trade association. The BDLA exists to ensure that the voice of bridging and development lenders is properly represented in discussions with the FCA, HM Treasury and policymakers more broadly.
I’ve spent a significant part of my career working in and around Westminster, and one thing that experience teaches you is the importance of evidence-led, constructive dialogue. Regulators want to understand how markets actually function in practice, and our role is to provide data, insight and real-world context.
A good example is our ongoing dialogue around how regulation keeps pace with lending conditions on the ground, including areas such as maximum loan terms. We strongly believe that proportionate, evidence-based regulation supports both consumer protection and market stability, without unintentionally restricting access to finance.
Fraud prevention has been a growing focus for the BDLA. Why is this so important now?
Fraud is one of the most significant risks facing the sector, both financially and reputationally. As volumes grow, so does the need for collective intelligence and early intervention.
The BDLA has worked alongside Synectics Solutions to develop a dedicated fraud prevention platform. The aim is to give lenders access to better data and earlier warning signs, helping to identify potentially fraudulent activity before it progresses too far through the lending process.
The platform becomes more powerful and more effective as more lenders participate. So, I’d encourage all lenders to look at how they engage with this, or similar schemes. The best way to tackle fraud is by sharing intelligence responsibly to protect the integrity of the market as a whole.
Education has been a consistent theme for the BDLA. How does this fit into your wider strategy?
Education underpins everything we’re trying to achieve as a sector. The Certified Practitioner in Specialist Property Finance (CPSP) qualification is a great example of how we’re raising standards, not just for brokers, but also for people working within lenders who may be new to bridging and development finance.
As the market becomes more mainstream in appeal, education becomes even more important. A better-informed market delivers better outcomes – for customers, brokers and lenders alike.
We are looking to work collaboratively with other industry bodies to look at how education and professional development can continue to evolve to reflect the realities of specialist lending. That work is ongoing, but the direction of travel is very clear.
We’re seeing a growing crossover between bridging, property finance and SME funding. How do you see that evolving?
There’s a clear overlap between property-backed lending and SME finance, particularly for owner-managed businesses and property-led enterprises that continue to find it difficult to secure funding from the high street banks.
Specialist lenders are increasingly stepping into that gap, using bridging and short-term finance to support business cashflow, acquisitions and expansion plans where property is part of the wider picture.
That crossover will continue to grow, and it reinforces the importance of brokers understanding how different parts of the specialist finance market connect. Bridging isn’t just about property transactions anymore – it’s often part of a broader business funding strategy.
Finally, what are your key goals as CEO of the BDLA over the next year?
My focus is on three core areas: strengthening standards, deepening engagement and broadening representation.
We want more lenders involved in the BDLA, operating under a shared Code of Conduct and contributing to collective initiatives around data, fraud prevention and education. We also want to continue building meaningful dialogue with regulators and policymakers, ensuring the sector is properly understood and appropriately represented.
Ultimately, the goal is simple: to support a strong, sustainable bridging and development market that delivers positive outcomes for customers and plays an important role in supporting housing delivery, regeneration and SME growth.
