Banking & specialist lending
Credit decisions are shaped by circumstance as much as by criteria, and the reasoning behind them usually lives in the heads of experienced people rather than in any policy document.
Where we get brought in.
Underwriting and credit decisioning
Your best underwriters turn down deals your written policy would approve, and the reasons aren’t recorded anywhere. We get those reasons out and into the specification.
Comparables and precedent
You want the system to surface comparable deals for a new application. A platform can build that in days. The hard part is that your credit team picks comparables on circumstance rather than sector, and nobody has written down what circumstance means.
Arrears, vulnerability and bereavement
A bereaved customer shouldn’t have to explain their situation three times to three teams. These are the journeys where automation helps most and where one unhandled case does the most damage, so a person stays and every decision is recorded.
Retail and commercial service design
Multi-year programmes embedded inside design and transformation teams. The test is whether your people can run it after we leave, not how good the handover we left you with was.
CASE STUDYWinning market share by committing faster than the competition.
“
The way Nile has engaged and partnered and become part of the team is what makes them very, very special.
Chief Product Officer
Risk
In broker-placed specialist lending, cases go to whoever commits first, and a 40-day underwriting cycle was costing the business deals it should have been winning.
Decision
Re-engineer the end-to-end process around where AI could carry volume and where underwriter judgement had to stay.
Outcome
91%
faster on simple buy-to-let cases
75%
faster on average
buy-to-let lender of the year
years
running
4
“
What I like about specialist lending is that people will argue with you. When we put a proposed decision rule in front of a credit team, someone will explain, in detail, why it wouldn’t work for a self-employed applicant with two years of messy accounts. That’s not resistance to change, it’s the specification arriving late.
Jimmy Jubbloe, Head of New Markets
