As Chief Executive of Teachers Building Society, Gavin Opperman brings a distinctive global perspective and a deep personal mission to the helm of one of the UK’s most purpose-driven lenders.

His view is simple: housing and education are the two pillars of a stable society – and both are chronically undersupplied.

From his base in Dorset, Opperman leads a small team – the majority are based locally to the office but some with specialist skills operate remotely across the UK, from the Cotswolds to Newcastle.

The hybrid approach is a reflection of a wider ambition: to run a business that is not only agile but grounded in values.

“I’m apolitical, but the UK is missing two fundamentals – housing and education,” he says.

“In my home country of South Africa, Nelson Mandela used to say that if you educate a population, you solve many of the country’s problems. I believe that’s true everywhere. And housing is the other side of that same coin.”

TECH UNIQUE

Teachers Building Society is unique in that it is not just about helping teachers, it was created for them – a point Opperman is keen to underline.

“We were founded by the National Union of Teachers in 1966,” he explains. “Back then, teachers struggled to get mortgages – they were considered low-paid and high-risk. So the NUT bought out a defunct building society and set up their own.

“From day one, we’ve lent up to 95% loan-to-value. And unlike most lenders at the time, we lent to single women without a guarantor.”

And that progressive ethos continues today.

Teachers Building Society has stayed true to its sector-based mission: offering mortgages to education professionals across the UK, including those on career breaks, maternity leave or working part-time. It’s a model Opperman believes has huge untapped potential.

TEACHERS WORK

“No other financial institution in the UK is specifically set up for a profession like this,” he says. “And it works. Teachers, as a group, don’t default. They stay in the profession — even if they leave and come back – and they’re committed. It’s almost vocational. So why wouldn’t we help them own homes?”

For Opperman, who served in the South African Parachute Regiment before embarking on a career in financial services, this commitment is personal.

A self-described “extreme sports addict”, he draws strong parallels between endurance sport and business leadership.

“Sport teaches you how to bounce back,” he says. “When you run 100 miles or climb a mountain, something will go wrong. You have to stop, think, and work your way through it. Business is exactly the same.”

And his leadership philosophy is anchored in execution, not just ideas.

“There’s a big difference between directing and doing. You’ve got to be at the coalface. That’s how you make a difference.”

That hands-on approach is reflected in Teachers Building Society’s position in the mortgage market.

With no external shareholders like other building societies the mutual is run for the benefit of its members – a key differentiator in an industry often driven by short-term returns.

“Being a building society gives us a different kind of freedom,” Opperman says. “We’re still fully regulated like a bank but we can choose to add value where it matters – to our members, not shareholders.”

NOT JUST A PHILOSOPHY

And it’s not just a philosophy. It’s also proving commercially effective. “We’re even getting inbound leads through ChatGPT,” he says. “Teachers are literally asking AI where they should go for a mortgage – and it’s sending them to us.”

Opperman sees the potential for AI not just in marketing but in product delivery and the entire mortgage journey.

“The mortgage process is still too complex,” he argues. “AI could simplify the steps – from application to conveyancing – by automating key decisions and reducing friction.

“There’s no reason why technology shouldn’t help bring transparency to what is, for most people, the most important financial decision of their life.”

HUMAN TOUCH MATTERS

But he’s quick to add a note of caution. “AI can handle the bulk of standard lending. But when you’re dealing with exceptions – complex cases, vulnerable borrowers – the human touch still matters. And people will be willing to pay for that.”

This careful balance – between innovation and humanity – defines much of Opperman’s thinking. It also reflects his journey: from military service and international banking, to leading a regional building society with a global view.

“I’ve lived in China, I’ve learned Mandarin, I think in Afrikaans – I’ve seen how different countries approach housing and education. The UK has incredible potential but it needs new thinking.”

Now settled in the UK with his wife, who works in property for Grosvenor, Opperman spends downtime cycling, kitesurfing and playing the occasional round of golf. Wentworth is a favourite, though he laments how infrequently he gets out on the course these days.

HOLE IN ONE

Despite a career that’s taken him around the world, it’s the grounded mission of Teachers Building Society that keeps him energised.

“I got married late, I don’t have children but I’ve always been drawn to causes that matter. Teachers shape our future. Helping them buy homes is more than a product – it’s a statement about what we value as a society.”

As the UK’s building societies mark their 200th anniversary in 2025, Teachers Building Society – at just 59 years old – is still considered young.

But under Opperman’s leadership, its founding mission remains as relevant as ever.

“We were created to give teachers a fair chance at homeownership,” he says. “That hasn’t changed. And I don’t think it ever should.”