KAREN JOY BACUDO

Finance Editor

Brickflow and Together have launched an automated decision-in-principle feature for brokers. The tool gives an instant decision on selected Together products through the Brickflow platform.

Called AutoDIP, the feature applies to Together’s bridging loans and commercial term products. Brokers using Brickflow will see the option when Together appears among the shortlisted lenders for a deal, and can then request a decision directly through the system.

Once the required appraisal information has been submitted, Together returns a decision within seconds. This removes the need for manual handling at that stage of the application process and allows brokers to give clients an early indication of terms.

The launch follows months of technical work to deepen Together’s integration with Brickflow. Together was already on Brickflow’s lender panel, and the new arrangement adds an automated route for decisions in principle within the existing platform.

Brickflow operates a digital marketplace for commercial property finance in the UK. The platform connects brokers and borrowers with live rates and criteria from more than 160 specialist lenders, according to Brickflow.

Broker process

Brokers enter deal details into Brickflow and receive matching lender options. If Together is selected from that list, they can request an automated decision in principle without leaving the platform.

The change targets a stage of the lending process where delays can emerge, particularly in more complex cases. The companies pointed to market research showing that 16% of brokers cited the affordability assessment and decision-in-principle stage as a point where cases stall, while 32% of lenders identified faster decision-making as a priority for improvement.

The research was published by Nottingham Building Society and reported by The Intermediary. It highlights pressure on lenders and intermediaries to shorten response times while managing more detailed underwriting requirements.

For brokers, the appeal of an automated decision is not only speed but also less repeated data entry. By keeping the request within a single workflow, the system is designed to cut duplication and reduce the risk of manual errors as information passes between broker and lender.

The launch also reflects broader changes in specialist property finance, where lenders and broker platforms have invested in digital tools to simplify early-stage screening and improve certainty before a full application is submitted. Decisions in principle have long been a key checkpoint for borrowers seeking reassurance that a lender is likely to proceed on the stated terms.

Company comments

“This launch represents a meaningful step forward in modernising the broker application journey. By delivering instant DIPs through automation, we’re providing brokers with faster certainty, reducing friction, and helping them progress cases more efficiently for their clients,” Glenn Franklin-Jones, Director of Lender Relations at Brickflow, said.

Together is a specialist secured lender offering residential mortgages, short-term finance, buy-to-let, commercial and semi-commercial mortgages and loans, auction finance, and development funding across mainland UK. It has a loan book of GBP £8.4 billion and employs more than 900 people, according to the lender.

For Together, AutoDIP provides a more direct route to brokers using Brickflow for commercial property finance searches. For Brickflow, the tie-up adds another automated element to its platform as competition among intermediaries and lenders intensifies over turnaround times and borrower engagement at the start of a case.

“Working with Brickflow allows us to deliver faster, clearer outcomes for brokers at the very start of the lending journey. Instant automated DIPs help brokers move with confidence and provide borrowers with certainty sooner,” said Tanya Elmaz, Managing Director of Intermediary Sales at Together.

TS Travels Group, which began operating in 2015, describes itself as a “leading coach and minibus hire company”.

It provided “reliable and affordable transport solutions across the UK and Europe”.

UK travel company enters liquidation with no new trips

Now, after 11 years, TS Travels Group, based in West Yorkshire, is set to close.

The company’s website has been taken offline, and new bookings are no longer possible.

Laura Anne Walshe of Keywood Group Limited was appointed as liquidator on July 29, according to The Gazette.

On LinkedIn, the company said: “With years of industry experience, we have built a reputation for delivering exceptional service, catering to both private and corporate clients.

“Our diverse fleet ranges from small minibuses to large coaches, some of which are bespoke-built to our specifications to ensure maximum comfort.

“Through our trusted network of partner operators, we offer seamless nationwide coverage, making transport planning effortless for our clients.

“At TS Travels Group, no journey is too big or small.

“Whether it’s private hire, corporate travel, school transport, or airport transfers, we are committed to providing a flexible and stress-free travel experience.”

It comes just days after fellow UK travel company Ski Yodl Ltd entered liquidation, resulting in the cancellation of all holiday packages.

The company offered ski holiday packages to destinations including the French Alps.

Other UK travel companies that have closed in 2026

Several UK travel companies have also ceased trading or entered administration in 2026:

Several UK travel companies have also ceased trading or entered administration in 2026:

Four UK airlines have also fallen into administration or liquidation this year:

• Ascend Airways (liquidation)
• EcoJet Airlines (liquidation)
• Zenith Aviation Limited (administration)
• European Cargo (administration)

Have you booked any trips with TS Travels Group? Let us know in the comments.

The modern fintech industry continues is an exciting place to work in: new problems being solved, new technologies underpinning products and new companies emerging and taking on incumbents. It keeps you on your toes. 

It remains, at its heart, a people business. There is tremendous diversity and inclusivity in terms of people, interests and skillsets, creating a melting pot for problem-solving and innovation. And women are at the heart of fintech success stories across the globe.

One of the advantages of building something new is that you’re often less focused on tradition and more focused on finding the right people to solve the problem in front of you. That’s one of the reasons why women play a key role at fintech.

The industry grew during a period when many more women had already established careers in financial services. They brought deep expertise in areas such as payments, operations, compliance, and customer experience, all of which became incredibly valuable as fintech evolved. 

Every executive builds a network of people they trust. I’ve done the same thing throughout my career. In more established industries, those networks may have been built over decades. In fintech, many of those networks were still being formed, creating opportunities for talented people to move into senior roles based on what they could contribute. 

Newer companies also have the advantage of building their cultures and teams from the ground up without decades of established practices. That creates an opportunity to think differently about hiring, career development and the experiences that prepare people for senior roles. 

Identifying what it takes to succeed

The fintech industry isn’t for everyone. In my experience, if you have certain inherent qualities and interests, it is more likely that you will thrive and succeed.

If I had to narrow it down, I’d start with curiosity. Financial services, technology, and regulation are constantly evolving, so the people who succeed are the ones who never stop learning. They ask questions, challenge assumptions, and stay open to different perspectives. 

The second is the ability to simplify complexity. Fintech sits at the intersection of technology, regulation and business, and it’s easy to get lost in the details. The people who make the greatest impact are the ones who can simplify complex issues, create clarity, and help others understand where they’re headed and why. 

Leadership qualities, particularly the ability to align people around a shared strategy and execute, are crucial too. Great ideas are everywhere, but success comes from building strong teams, bringing people together around a common purpose and turning strategy into action. That means building trust, breaking down silos, making decisions, and consistently delivering results. 

And finally, integrity. Financial services is built on trust. Whether you’re developing technology, managing risk, or leading an organisation, your reputation is earned by making the right decisions, especially when they’re the difficult ones.

Recognising the need for career evolution

Not everyone will possess these qualities and interests from day one. Some are acquired over time, while others are instilled during your formative and educational years. The one certainty is that progression is never linear; you’ll need to pivot and make bold decisions that continuously challenge yourself.

I began my career as a rocket scientist in the U.S.A after earning a degree in mathematics and computer science. While I loved solving complex technical problems, I discovered I was even more passionate about explaining what technology could do and the business problems it could solve than writing the code itself.

That realisation led me into financial technology and to SWIFT, where I had the opportunity to live and work in Belgium. Supporting the world’s leading financial messaging network gave me a front-row seat to the complexity of global banking and the critical role technology plays in enabling secure, trusted financial transactions. It also introduced me to an industry that has challenged and inspired me throughout my career.

As my career evolved, I naturally gravitated toward roles where I could bridge technology and business. I enjoyed helping customers understand not just how technology worked, but why it mattered and how it could transform their organisations. 

That eventually led me into executive leadership, where I’ve spent more than three decades helping companies define strategy, build high-performing teams and translate innovation into measurable business results. I’ve always believed successful innovation begins with understanding the business problem rather than the technology itself.

Today, I focus on aligning strategy, people and operations to drive growth, strengthen customer outcomes and prepare my company for its next stage of evolution. I’m also helping shape how we use artificial intelligence across our products and our own business to accelerate execution while enabling our people to do their best work.

The best is yet to come

While the fintech industry remains in relative infancy, the leaps in progress over the last 25 years is a strong indicator that the pace of transformation will accelerate rapidly in the coming decades. Technology will continue to evolve, and new products and sectors will emerge. 

However, I believe the next few decades will be defined less by new technology and more by how organisations choose to apply it. Those that succeed won’t simply be the first to adopt AI, for example. They’ll be the ones that build cultures capable of learning, adapting and executing faster than their competitors. 

Continued fairness in hiring practices is central to the future success of fintech. The strongest organisations hire for capability, potential, and character. They recognise that people with different backgrounds and experiences challenge assumptions, bring new ideas, and help organisations make better decisions.

Ultimately, success isn’t measured by the software we deliver. It’s measured by the confidence our customers have in the decisions they make and the trust they place in the people they work with. Strong leadership, great people, culture of continuous learning, and a clear strategy will always be the differentiators.