Triple Point’s offering spans several origination sectors, from SME leveraged finance, infrastructure finance, and public sector to corporate, fund finance, and specialty finance lending. The property development team was set up in 2018 to target “traditional credit risk with small ticket deals with a relatively small team” and has grown significantly since.

Triple Point is now live across 90 schemes and plans to double the loan book it manages under delegation to £460m over the next two years.

Investing in the team

Driving this growth are several new appointments across the property development finance team.

Richard Nowell and Michael Thompson have joined as origination directors, bringing experience from RBS, Secure Trust Bank and Lloyds Bank.

Jason Maher has been appointed as associate director from Hampshire Trust Bank, bringing over 35 years of experience across property and real estate finance.

Alastair Partridge joins as portfolio manager from Shawbrook Bank, with 30 years of experience across development finance, real estate investment finance and business banking.

The new additions form part of a wider buildout of the property development finance team, which began with Victoria Baily and Phil Bird joining in December 2025.

Sean said the expanded team would help cement Triple Point as developers’ “natural choice” for funding.

Thriving in a ‘tricky market’

Despite challenges in the development finance space, from rising material costs and labour shortages to planning delays, Triple Point has identified an opportunity where others may be pulling back.

Sean acknowledged that every lender was experiencing a “tricky market”, but explained that a general retrenchment from bigger banks, coupled with Triple Point’s consistent risk appetite, had created space where the company could thrive.

Despite a number of schemes requiring “heightened support” through loan extensions or additional time, the company has seen no impact on its loan book from challenging market conditions.

Although Sean firmly stated that he was not seeing any positive changes from new and upcoming housing and development policy changes, he expressed hope this may change.

Ambitious loan book targets

The CCO was bullish on the company’s growth projections, stating that “doubling our loan book over the next two years is very realistic because our fundraise forecasts would actually tell us that it’s something we need to do”.

The investment manager raises capital through retail markets with a 20-year track record of profitable trading through market cycles. For Sean, growth is not an ambition but a certainty.

Sean said Triple Point differentiated itself by putting originators, rather than traditional BDMs, at the front end of the lending process.

Its originators act as “frontline credit” who “know the development finance market inside out”.

The team also holds credit committee sessions each week to put forward deals at an early stage, allowing the company to make decisions in “24 hours, not three weeks”. Sometimes this can be a quick no, ensuring that neither the borrower nor Triple Point wastes any time.

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Red flags that trigger a fast ‘no’

Sean shared that Triple Point chooses carefully when considering a new opportunity.

He explained that red flags that may garner a quick no would include “someone looking for too much leverage or schemes that are very remote” as well as developers with unrealistic projections.

“We are unlikely to support someone who’s never developed before,” he added. Along with market liquidity and industry forecasts impacting the outcome of whether a project gets funded, Triple Point also considers whether a developer might be stretched too thinly over several schemes.

Sean went on to say that the company maximised flexibility and consistency for developers, ensuring that originators remained involved through the whole process and aimied to “tailor the economics of the package” around the borrower.

Although Triple Point supports other specialist lenders such as MT Finance and Hope Capital with funding packages, Sean asserted that there was little to no overlap in the company’s own offering.

He confirmed that the team was seeing high demand for backing from the investment manager: “In the same way that we’ve invested into our direct property development team, we’ve invested into our specialty finance team to go and find good-quality lenders for us to lend to.”

An eye on new sectors

As Triple Point welcomes a new cohort of highly experienced specialist finance professionals into its ranks, Sean shared that there was an ambition to expand into new avenues.

The investment manager will continue to support its well-established client base and will look for “really good-quality credit opportunities to deploy the increasing amounts of capital that we’re raising”.

He highlighted that the company would also begin looking into PBSA and hotel opportunities, which may in time “develop into a much more formalised offering”.

Sean pointed out that the upper threshold for deals now stands at £20m, where it had previously been between £7.5m-10m.

With Richard and Michael’s experience in different asset classes, Triple Point has also decided to pursue “other parts of the market that [it hasn’t] historically addressed”.

Scaling up: bigger deals, broader sectors

Sean was confident that even if difficult market conditions prevailed over the next 12-24 months, the expansion would still be the right decision.

Since Triple Point operates across seven distinct origination sectors addressing various parts of the market, “a softening in one part of the market doesn’t really impact us or our investors”.

“So say the development finance market over the next 18 months just stagnates. None of the policy changes have any impact,” he posited.“It was absolutely still the right decision, because without making this decision now we can't grow on the trajectory that we have planned.”

He said that a “prerequisite for us to originate good-quality opportunities and manage good risk and support borrowers properly is to have good people in place […] which we’ve got now”.

Over the next few years, Sean anticipated working with “larger developers and larger schemes with larger funding packages” and expanding quickly into other areas to deliver significant growth.