Opinion Piece: New Year, New Habits: The 7 Good Habits of a Bridge-Ready Borrower

January has a way of sharpening everyone’s focus.

We set goals, buy the notebook, promise we’ll be “more organised”… and then the day-to-day quickly takes over.

In bridging finance, the same dynamic shows up too. When timelines are tight, speed rarely comes from pushing harder at the point of application – it comes from having a few simple disciplines in place early.
Many borrowers want speed – but the ones who get it are usually the ones who’ve built those habits long before they hit “submit”.

Why “finance readiness” matters more than ever

Bridging finance can be a powerful tool when you need to move quickly: to acquire, stabilise, refurbish, or reposition an asset while you execute a clear plan and repay through a sale or refinance. What often separates a straightforward application from a drawn-out one is not ambition or experience. It is how clearly the key risks are understood and addressed from the outset. That is what I mean by finance readiness – having the plan, evidence, and paperwork in place so a lender can get comfortable quickly. Here are seven habits that consistently make the biggest difference.

The 7 Good Habits of a Bridge-Ready Borrower

1) Be clear on the exit strategy

An exit strategy is simply how the loan will be repaid – typically a sale, a refinance onto a longer-term facility, or an agreed injection of capital. The clearer and more evidenced it is, the easier it is for a lender to assess. Lenders care because a bridge is a short-term solution by design. The repayment route needs to be credible, time-bound, and realistic for the asset and your plan.

Good looks like:
“Exit is refinance onto a 5-year buy-to-let mortgage once refurb is complete, EPC requirements are met, and we can evidence stabilised rental income. Our broker has already obtained indicative terms from two lenders, subject to valuation and tenancy schedule.”

Common mistake to avoid:
Basing repayment on a single optimistic sale price without evidence of demand or achievable timing.

2) Tell one coherent story from day one

A strong application reads like a consistent narrative: what you are buying (or already own), what you will do to it, what it becomes, and why that outcome is achievable. Lenders care because inconsistency creates uncertainty. If the plan keeps shifting, it becomes harder to underwrite the risk and assess whether the timeline and numbers still hold.

Good looks like:
A short overview that aligns across your deck, works schedule and financials – location, asset type, current condition, works scope, target market, evidence of demand, and a clear timeline.

Common mistake to avoid:
Sending documents that imply different strategies – for example, “light refurb” in one place and a much more involved repositioning or a “knock down and rebuild” in another.

3) Build a realistic programme, with sensible contingencies

A programme is the timeline for works and key milestones. Contingency is what you have allowed for when delays happen – because on most projects, something usually does. Lenders care because time is a major risk in bridging. Delays can squeeze cashflow, increase costs, and put pressure on the exit. A realistic programme helps everyone plan properly.

Good looks like:
A works programme with phases and milestones, plus time and cost contingency. For example: “12-week refurb with a 3-week contingency; 10% cost contingency held in reserve; long-lead items identified and ordered early.”

Common mistake to avoid:
A programme that assumes everything runs perfectly with no allowance for lead times, inspections, weather, or sequencing.

4) Be precise on planning and property status

Know exactly where things stand: planning granted or pending, conditions and discharge requirements, permitted development, listed building constraints, building control, party wall matters, occupancy status, and any title issues. Lenders care because planning and legal status can materially affect both programme and value. Clarity upfront avoids surprises later.

Good looks like:
“Change of use approved under reference X. Key conditions identified and discharge plan agreed. Property will be vacant on completion. No covenants impacting the intended use.”

Common mistake to avoid:
Relying on broad assurances without the supporting detail a lender needs to take comfort.

5) Keep costings and valuations grounded

Your numbers should be defensible: purchase price, works costs, fees, finance costs, contingency, and end value or sale price. Lenders care because the deal needs to work under scrutiny, not only under best-case assumptions. Realistic figures make decisions quicker and reduce the risk of rework later.

Good looks like:
A QS-backed cost plan or fixed price contract in place where relevant (or itemised costings with quotes), plus comparable evidence for end value or sale price, and rent assumptions supported by local market feedback.

Common mistake to avoid:
Treating early estimates as fixed, or assuming the end value will “take care of itself”.

6) Have the right professional team lined up

The right team depends on the project, but commonly includes some combination of a QS/AM, project manager, contractor, architect, planning adviser, and selling/letting agent. Lenders care because bridging is execution finance. A credible, ready team reduces delivery risk and increases confidence in both the programme and the cost plan.

Good looks like:
Named professionals, roles confirmed, and early-stage alignment on scope, timeline and budget. If monitoring surveyor involvement is likely, understanding that process early helps too.

Common mistake to avoid:
Waiting until after funding to firm up contractor and delivery arrangements, then discovering timelines and prices have shifted.

7) Keep documentation, KYC, and company structure clear

KYC (Know Your Customer) is identity and source-of-funds verification. It is a standard part of lending and it is much smoother when documents and structures are clear from the start. Lenders care because they must understand who they are lending to, where funds come from, and who controls the borrowing entity. It is not about box-ticking; it is about clarity and compliance.

Good looks like:
Up-to-date company documents, a simple structure chart, certified ID, proof of address, source-of-deposit evidence, and a clear explanation if there are multiple entities or overseas ownership.

Common mistake to avoid:
Starting the process before KYC and structure documents are ready, then being caught out by avoidable delays.

A quick illustration: the difference readiness makes

One borrower has urgency, a clear exit with supporting evidence, itemised costings, a realistic programme, planning detail, and documents ready. Another borrower may have the same urgency, but the plan and paperwork are still being pulled together.

Both can be good borrowers – but the first one usually gets a quicker, cleaner answer simply because the key questions are already addressed.

Broker + borrower checklist (before submitting)

• Exit strategy set out clearly, with supporting evidence
• One-page deal summary that matches all supporting documents
• Programme with milestones and realistic time contingency
• Planning position stated plainly, with references and key conditions noted
• Schedule of works itemised, with quotes and/or QS input where appropriate
• Comparable evidence supporting end value or sale price assumptions
• Budget includes fees, finance costs, and contingency
• Professional team identified and roles agreed (QS/PM/contractor/agent as relevant)
• KYC pack ready for all relevant parties, including beneficial owners
• Corporate structure chart and company documents consistent and up to date

A nuanced point: “fast” finance usually comes from answered questions

There is a perception that bridging speed is about rushing to the finish line. In practice, speed tends to come from removing uncertainty. Lenders move quickest when the core questions are already addressed: how the loan will be repaid, how the project will be delivered, and what the key risks are with sensible mitigants in place. If you want a stronger start to the year, focus less on chasing speed and more on building readiness. It makes the process better for everyone – borrower, broker, and lender alike. A new year is a good moment to tighten a few habits – not only in how we plan projects, but in how we prepare them for funding.

Which habit would you add to this list? And which one do you think makes the biggest difference in practice? At Maslow Capital, we see how preparation changes outcomes – and it is always helpful to compare notes across the market.

If you would like to discuss your project with our team, fill out our five-minute short-term finance enquiry form here.