Mortgage Soup fires the questions at Kristofer “Kris” Day of specialist lender TAB.

Mortgage Soup (MS): You describe yourself as an entrepreneur and someone who is relationship-driven. How do those qualities influence the way you approach your role at TAB?

Kris Day (KD): I’ve always considered myself an entrepreneur first.

Throughout my career I’ve been driven by identifying opportunities, creating momentum and building businesses from the ground up. For more than a decade I built Collins Morgan into a multi-million-pound insolvency business. Later, I launched a home improvements company that reached seven figures in its first year. Those experiences taught me to think strategically, make decisions, take calculated risks and back myself.

What has never changed is my belief that businesses are built on people. None of the businesses I’ve built grew because I chased transactions. They grew because I looked after people, did what I said I was going to do and genuinely invested in long-term relationships.
That philosophy has never changed.

It’s exactly how I approach my role at TAB. Brokers have plenty of lenders they can speak to, so my role isn’t simply to discuss rates or products. It’s to understand their business, listen to the challenges they’re facing and become someone they know they can rely on.

I’ve always believed people buy people before they buy products. Products evolve, pricing changes and markets move, but trust, consistency and relationships never go out of fashion.

For me, every relationship is a long-term investment. If I’m honest about what we can and can’t do, communicate well and consistently deliver, those relationships become partnerships rather than transactions. That’s how lasting businesses are built.

MS: Having launched, scaled and transformed businesses across insolvency and construction, what lessons from those sectors have proved most valuable in specialist property finance?

KD: Every business I’ve built has taught me something different, but the biggest lesson has never been about sales or growth. It’s been about people.

Over the years I’ve learned that if you genuinely listen, understand what someone is trying to achieve and always do what you say you’re going to do, trust follows. Once trust is there, relationships become long-term rather than transactional.

Of course, every situation is different. During my time in insolvency, no two client situations were ever the same. Every conversation required you to listen, understand what had led them there and tailor your approach accordingly. Construction was no different—every project brought its own challenges and changing circumstances. Specialist property finance is exactly the same. Every borrower has different objectives, every property has its own story and every transaction requires commercial judgement rather than simply applying criteria.

Having spent years building and running businesses myself, I’ve also experienced the pressures my clients face. I’ve managed cashflow, made difficult commercial decisions and understood what it’s like when everything rests on getting the right outcome.

That’s why I try to look beyond the security or the numbers. I want to understand the business, the person behind it and what success actually looks like for them. When you take the time to listen first, you almost always make better decisions and build stronger, longer-lasting relationships.

MS: What attracted you to TAB, and what do you believe differentiates its proposition in an increasingly competitive lending market?

KD: Several things stood out to me. The biggest was the culture of looking for reasons to lend rather than reasons not to. That doesn’t mean saying yes to everything, but it does mean taking the time to properly understand a transaction before making a decision.

That mindset fits perfectly with how I’ve always approached business.

I also liked the accessibility. Brokers have direct access to experienced people who can make decisions, discuss complex scenarios and work collaboratively to find solutions.

The product offering is another major strength. Having both bridging finance and commercial mortgages under one roof, alongside mixed-use and semi-commercial lending, gives brokers genuine flexibility. The commitment to delivering commercial mortgages at bridging speed is something that really differentiates TAB in today’s market.

Ultimately, I joined TAB because I believed in the people, the culture and the way the business approaches lending. It aligned with my own values, and I felt it was somewhere I could genuinely contribute while helping grow the business across Scotland.

MS: Scotland has its own property market, legal system and regional dynamics. Where are you currently seeing the strongest demand for specialist finance?

KD: Scotland continues to present excellent opportunities across both residential investment and commercial property.
We’re seeing strong demand from experienced investors, landlords looking to reposition assets and business owners seeking finance against commercial premises.

The Scottish legal process differs from England, but one thing remains the same: clients value certainty and speed.

Having spent the last year building relationships across Scotland, one thing I’ve noticed is how entrepreneurial the market is. Brokers and borrowers want lenders who understand the bigger commercial picture rather than simply assessing a property in isolation.

When you combine local knowledge with flexible lending and clear communication, there are significant opportunities across the market.

MS: You have said that the real difference between lenders is not always the headline rate. What should brokers look for when assessing whether a lender can genuinely deliver on a case?

KD: The lowest rate doesn’t always produce the best outcome.

Brokers should be asking themselves whether a lender genuinely has the appetite for the transaction, how quickly decisions can be made and whether they’ll still receive the same level of support if complications arise halfway through a deal.

Communication is equally important.

If brokers have direct access to decision-makers, they can manage expectations far more effectively and resolve issues much quicker.
Ultimately, certainty, consistency and execution often outweigh marginal differences in pricing.

MS: How important are direct access to underwriters and a clear indication of appetite at the outset, particularly when a broker is dealing with a complex transaction?

KD: It’s incredibly important.

Nobody wins by spending weeks progressing a case that was never likely to fit.

Having honest conversations early with experienced underwriters saves everyone time and gives brokers confidence that they’re placing a case with the right lender.

Direct access also removes unnecessary layers of communication. When questions arise, brokers can speak directly to the people making decisions, making the entire process quicker, more transparent and ultimately delivering a better experience for both the broker and their client.

MS: Where do you believe brokers may be overlooking opportunities to use bridging finance or commercial mortgages for their clients?

KD: Bridging is often viewed purely as a product for auctions or distressed situations, but it’s far more versatile than that.

We’re seeing it used successfully for refurbishment projects, chain breaks, refinancing, planning gain, mixed-use properties and many situations where speed is simply more important than securing the lowest long-term rate.

Commercial mortgages also remain a significant opportunity.

Many owner-occupiers, SMEs and experienced residential investors are beginning to diversify into commercial assets, particularly mixed-use properties, where stronger yields and long-term opportunities continue to exist.

MS: With more lenders, products and pricing options entering the specialist market, how can business development managers provide meaningful value beyond simply communicating the latest rates?

KD: A good BDM should become an extension of the broker’s business.

That means helping structure cases before they’re submitted, identifying potential issues early, understanding the client’s wider objectives and remaining accessible whenever support is needed.

Anyone can send a rate sheet.

The real value comes from experience, responsiveness and becoming the first person a broker thinks to call when they receive a complex case.

If you’ve earned that level of trust, you’re creating genuine value.

MS: What are the most common misconceptions brokers or borrowers have about TAB, and are there cases the lender can consider that might surprise the market?

KD: Some people still assume TAB only lends on straightforward bridging transactions.

In reality, there’s significant flexibility across both bridging finance and commercial mortgages, particularly where experienced borrowers have a clear strategy and the fundamentals of the deal make commercial sense.

We’re always open to conversations around more complex scenarios because many transactions that initially appear outside standard criteria can often be structured successfully once we fully understand the client’s objectives.

MS: What are your ambitions for TAB in Scotland, and what would success in the role look like for you over the next 12 to 18 months?

KD: My ambition goes far beyond simply writing more business.

Throughout my career, I’ve always been drawn to opportunities where I can make a meaningful difference. I enjoy identifying potential, bringing people together and helping create something that delivers long-term value. That’s what has always motivated me.

Scotland is an exceptional market with enormous potential, and I genuinely believe we’re only scratching the surface of what’s possible. My ambition is to continue growing TAB’s presence across the country, strengthening the relationships we’ve built and establishing ourselves as one of the first specialist lenders brokers think of.

Longer term, I’d love to see TAB establish a permanent office in Scotland. I believe having a dedicated presence here would reinforce our commitment to the Scottish market, strengthen our relationships and create a platform for sustainable long-term growth.

Success, for me, isn’t measured solely by lending volumes. It’s about leaving something stronger than you found it. If, over the next few years, we’ve built a thriving Scottish operation that adds real value to brokers, clients and the wider business, then I’ll know we’ve achieved something meaningful.

Because, at the heart of it, that’s what has always driven me: seeing an opportunity, committing to it wholeheartedly and building something that lasts.