Credit Management March2026

CREDIT MANAGEMENT

CM

MARCH 2026

ISSUE

THE CICM MAGAZINE FOR CONSUMER AND

COMMERCIAL CREDIT PROFESSIONALS

Inside

Winners of the

CICM British

Credit Awards

Pgs 31-51

Nurturing

growth

What the Government’s

pro-growth agenda

means for credit and

collections this year.

TRADE

A focus on the

opportunity that

Canada presents.

PAGE 16

ENFORCEMENT

A closer examination

of common

assumptions.

PAGE 26

CAREERS

Teaching tech to

think with you not

for you.

PAGE 54

IONA YADALLEE

EDITOR

Editor’s column

MORE THAN

“JUST”

AS 2026 gathers pace, the year ahead

still carries one significant hope,

which has been distilled neatly into a

single word for us: growth. Political

careers depend on delivering it.

Businesses sorely need the confidence

it promises even if the benefits

rarely fall evenly. And households need it, quite simply, to

pay the bills.

So, as the Government seeks to will it into being, and regulators

reposition themselves to support it, growth has become more

than an ambition. It is an expectation.

But we all know that growth cannot merely be conjured and

does not materialise through rhetoric alone. It depends on

confidence, on capital being available, and on enough people

believing the risks are worth taking.

In this issue, Steve Kiely explores how that shift is beginning

to take shape. From mortgage reform and business lending

forecasts to the evolving regulatory landscape, the direction

of travel is clear: greater access to credit, renewed appetite for

investment and, with that, a recalibration of risk. Growth, if it

is to be delivered, will require a willingness across the system

to tolerate more exposure.

This edition also includes a celebration of the winners of the

CICM British Credit Awards. It captures a night of welldeserved

recognition, but the sentiment extends far beyond

one evening or one shortlist. Across organisations of every size

and sector, credit professionals are making measured decisions

every day that underpin commercial confidence and, in turn,

people’s livelihoods.

As the evening’s host, barrister turned broadcaster Rob

Rinder MBE opened with a simple but striking observation.

Almost everyone he had spoken to, when asked what they did,

instinctively prefaced their answer with the word “just” – “I’m

just a credit manager” or “I’m just in collections.”

It was a wonderful reminder for those in the room – and one

worth sharing wider – that working in credit and collections

is not peripheral to business performance. Rob very eloquently

pointed out that it is this work which provides the backbone

of business stability, work that protects cashflow, looks after

trading relationships and helps ensure that financial pressure

does not become a crisis.

Growth may dominate the national narrative. But is it built

on stability, and by people whose work is far more significant

than the word “just” suggests. So next time someone asks what

you do, perhaps resist the instinct to soften the answer.

Brave | Curious | Resilient / www.cicm.com / March 2026 / PAGE 3

contents

March 2026 issue

12 – A RISKY BUSINESS?

With intense political focus on growth, the

pressure will be on credit and collections

professionals.

16 – COUNTRY FOCUS ON CANADA

Canada has a vast, resource-rich economy

offering opportunity across manufacturing, digital,

life sciences and more.

24 – CELEBRATING PROFESSIONALISM

An interview with Managing Director Eddie

Harrison about rising expectations, legal reform

and why professional judgement matters.

26 – RETHINKING ENFORCEMENT

Why common assumptions about ‘unethical’

practice deserve closer examination.

31 – BRITISH CREDIT AWARDS 2026

The British Credit Awards shine a light on those

who set the benchmark for the individuals

and teams whose expertise and commitment

strengthen businesses and uphold the highest

standards.

53 – CONSTRUCTION RED FLAGS

When foresight is better than hindsight.

54 – ASSISTED INTELLIGENCE

Teaching tech to think with you rather than

think for you.

56 – THE NEXT GENERATION

The role that student members play in securing

the profession’s future.

58 – WHEN PROCESS GOES WRONG

Recent EAT rulings highlight how failures in

grievance handling and contractual clarity can

significantly affect tribunal outcomes.

58

HR MATTERS

54

ASSISTED

INTELLIGENCE

10

INSOLVENCY

When a business transfers its assets

to a new entity, creditors are often left

questioning where the value has gone.


31-51

THE CICM

BRITISH CREDIT

AWARDS 2026

SUPPLEMENT SPECIAL

CICM GOVERNANCE

President: Stephen Baister FCICM

Chief Executive: Sue Chapple FCICM

Executive Board: Chair Neil Jinks FCICM

Vice Chair: Allan Poole FCICM

Treasurer: Glen Bullivant FCICM

Larry Coltman FCICM

Peter Gent FCICM(Grad)

Paula Swain FCICM

Advisory Council: Laurie Beagle FCICM

Laura Brown FCICM(Grad) / Arvind Kumar FCICM(Grad)

Natalie Bunyer FCICM / Glen Bullivant FCICM

Alan Church FCICM(Grad) / Larry Coltman FCICM

Peter Gent FCICM(Grad) / Tom Hope MCICM

Neil Jinks FCICM / Martin Kirby FCICM

Charles Mayhew FCICM / Joshua Mayhew FCICM

Hans Meijer FCICM / Amanda Phelan FCICM(Grad)

Allan Poole FCICM / Emma Reilly FCICM

Philip Roberts FCICM / Paula Swain FCICM

Jonathan Swan FCICM / Mark Taylor FCICM

Atul Vadher FCICM(Grad) / Dee Weston FCICM

12

CONSUMER

16

COUNTRY FOCUS

56

ENFORCEMENT

View our digital version online at www.cicm.com.

Log on to the Members’ area, and click on the

tab labelled ‘Credit Management magazine.’

Credit Management is distributed to the entire

UK and international CICM membership, as well

as additional subscribers

Publisher

Chartered Institute of Credit Management

1 Accent Park, Bakewell Road, Orton Southgate,

Peterborough PE2 6XS

Telephone: 01780 722900

Email: editorial@cicm.com

Website: www.cicm.com

CMM: www.creditmanagement.org.uk

Editor: Iona Yadallee

Art Editor: Andrew Morris

Telephone: 01780 722910

Email: andrew.morris@cicm.com

Editorial Team

Rob Howard, Milica Cosic and

Melanie York

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Multimedia Sales Executive

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theresag@warnersgroup.co.uk

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ISSN 0265-2099

Reproduction in whole or part is forbidden without specific permission.

Opinions expressed in this magazine do not, unless stated, reflect those

of the Chartered Institute of Credit Management. The Editor reserves

the right to abbreviate letters if necessary. The Institute is registered as a

charity. The mark ‘Credit Management’ is a registered trade mark of the

Chartered Institute of Credit Management.

Any articles published relating to English law will differ from laws in Scotland and Wales.


THE NEWS

CMNEWS

A round-up of news stories from the

world of consumer and commercial credit.

Critical distress surges

as firms near tipping point

sharp rise in the

number of UK busi-

A

nesses in “critical”

financial distress

has raised fresh

concerns about insolvency

levels in

2026, with particular pressure building in

consumer-facing sectors.

New data from BTG Begbies Traynor’s

Red Flag Alert shows that 67,369 companies

were in critical financial distress at the end

of Q4 2025, with a 43.8% increase year-onyear

and up 21.3% on the previous quarter.

The deterioration was broad-based, with all

22 sectors monitored reporting a doubledigit

percentage increase compared with

Q4 2024.

The figures suggest that a growing cohort

of so-called “zombie” businesses (those

companies surviving but unable to invest,

grow or significantly reduce debt) may now

be approaching a tipping point.

Consumer-facing industries have seen

the sharpest increases. Leisure & Cultural

Activities recorded a 59.1% rise in critical

distress year-on-year, followed by Hotels

& Accommodation (+53.7%) and Bars &

Restaurants (+39.0%).

The data points to weaker-than-expected

trading over the crucial Christmas period,

with subdued consumer confidence and

limited discretionary spending continuing

to weigh on hospitality and retail operators.

Construction and real estate-related

businesses are also showing signs of strain.

Alongside the surge in critical distress,

the number of businesses in “significant”

financial distress (a broader early-warning

category) rose 11.3% year-on-year to 728,640

firms. However, this increase slowed

markedly in the final quarter, rising just

0.3% compared with Q3 2025.

Real Estate & Property Services (+23.5%),

Utilities (+17.8%) and Leisure & Cultural

Activities (+14.2%) recorded some of the

largest annual increases in this category.

Pressure building into 2026

The data reflects a prolonged period of cost

and confidence pressures. Businesses have

continued to grapple with higher wage bills,

increased tax burdens, elevated borrowing

costs and weak demand. For many smaller

operators, margin compression has left

little room for further shocks.

Julie Palmer, Partner at BTG Begbies

Traynor, said the final quarter of 2025 had

been particularly challenging for sectors

dependent on discretionary spending: “Our

research shows that smaller businesses up

and down the country are starting the

new year with some very difficult choices

ahead, as the weight of slower spending

and increased running costs bring them to

near breaking point.”

She also warned that action from HMRC

could act as a catalyst for further failures.

Around £27bn in overdue Corporation

Tax, PAYE and VAT remains outstanding

following pandemic-era support measures,

and stepped-up enforcement activity could

push vulnerable businesses into formal

insolvency.

The widening gap between firms that

are thriving and those merely surviving

presents a heightened monitoring

challenge. Businesses may continue trading,

and placing orders, even as liquidity

pressures intensify behind the scenes.

The concentration of distress in

hospitality, retail, construction and

property-linked sectors may warrant closer

scrutiny of payment behaviour, extended

terms requests and sector exposure limits

in the months ahead.

With the data showing stress levels rising

across all monitored industries, the risk

environment appears increasingly broadbased.

As 2026 unfolds, the question may

not be whether insolvencies rise but how

quickly and in which sectors the tipping

point is reached.


CREDIT MANAGEMENT

Growth slows as rate outlook

remains conditional

THE UK economy ended 2025 on a

subdued footing, with fresh data pointing

to weakness in business investment and

construction and reinforcing expectations

of a cautious start to 2026.

Initial analysis from ING described the

final quarter as “lacklustre”, with business

investment falling by 2.7% and construction

down 2.1%. While volatile car production

may have distorted some figures, analysts

said weak business confidence and the

lagged impact of higher interest rates

continue to weigh on activity.

Construction’s decline reflects the

ongoing impact of previous Bank of England

rate rises, with mortgage refinancing still

pushing up the average interest rate on

outstanding household debt.

*

Hoist Finance to acquire SME

NPL specialist Azzurro

HOIST Finance has agreed to acquire

UK debt purchaser Azzurro Associates, a

specialist in SME non-performing loans

(NPLs), in a deal involving a portfolio with

a book value of £200m.

Under the agreement, Hoist will

acquire Azzurro’s UK operations and

assets, including its FCA-regulated entity,

from current owners Elliott Investment

Management and several senior executives.

The transaction is subject to customary

conditions and regulatory approvals and is

expected to complete in 2026.

Founded in 2017, Azzurro has established

itself as a specialist purchaser and servicer

focused on the SME segment. The

business works with high street banks and

financial institutions and operates from

three UK centres in Southampton,

Northampton and Manchester, employing

approximately 180 staff.

Harry Vranjes, CEO of Hoist Finance,

said the acquisition would strengthen

the group’s UK platform and expand its

capabilities within the SME segment, which

he described as offering significant growth

potential. The UK has been identified as

one of Hoist’s core growth markets.

Andrew Birkwood, Founder and Group

CEO of Azzurro, said the transaction

marked a new chapter for the business

following an eight-year partnership with

Elliott. He said Hoist’s scale and long-term

approach aligned with Azzurro’s operating

model and client relationships.

Hoist Finance has been active in the UK

market since 2010. The acquisition reflects

continued consolidation within the debt

purchase and servicing sector, particularly

in the SME NPL space.

Inflation is forecast to fall sharply from

3.4% in December to around 1.8% by April,

but wage growth is also slowing. ING

expects real disposable income growth to

be “virtually flat” in 2026, with overall GDP

growth projected at around 1%.

Markets view March as the first plausible

opportunity for a Bank of England rate cut,

though policymakers have emphasised that

decisions remain data-dependent. Further

easing will depend on evidence of labour

market softening and sustained progress on

inflation.

For credit professionals, the environment

suggests steady but limited growth, fragile

consumer demand and continued pressure

on margins, particularly for businesses

already operating with tight liquidity.

Santander profits

rise despite higher

provisions

SANTANDER UK reported a 14% increase

in pre-tax profits to £1.51bn for 2025,

despite increasing provisions linked to

motor finance commission redress. The

bank raised its provision by £183m, taking

the total set aside to £478m, and warned

that the “ultimate financial impact could

be materially higher or lower” than the

current estimate. Looking ahead, Santander

plans further cost-cutting measures in

2026, including the closure of 44 branches

affecting nearly 300 roles, while progressing

its proposed £2.65bn acquisition of TSB,

subject to regulatory approval.

Regulators warn over

motor finance fees

THE Financial Conduct Authority (FCA)

and the Solicitors Regulation Authority

(SRA) have warned claims management

companies and law firms about excessive

fees linked to motor finance commission

claims. The regulators said firms must

ensure consumers are not represented by

multiple organisations and that any fees

charged, including termination fees, must be

reasonable and reflect the work undertaken.

FCA executive director Sheree Howard

said that where a fee is applied, it must be

proportionate. The SRA said firms must

comply with its standards and regulations.

Consumers have also been reminded that

they do not need to use a claims management

company or law firm to seek compensation.

PSR unlikely to be

abolished before 2027

THE Payment Systems Regulator (PSR) is

not expected to be formally abolished before

early 2027, according to managing director

David Geale. Plans to consolidate the PSR

into the Financial Conduct Authority

were announced in 2025. Mr Geale told

MPs that he has not seen the Treasury’s

consultation conclusions and said there has

been limited change at the regulator since

the announcement. He also confirmed that

the PSR’s annual budget is £28m and said

he expects it to come in “reasonably under”

this budget.


NEWS

Cyber risk poses “billion

pound” threat to UK firms

THE Credit Services

Association (CSA)

has warned that rising

cyber security threats

pose a “billion pound

risk” to UK firms, as

new research highlights

the increasing scale, sophistication and

financial impact of attacks across the

sector.

In a new report, Cyber Security: The

Billion Pound Risk, the CSA calls on

firms to treat cyber resilience as a core

operational and governance responsibility

rather than a technical afterthought.

The warning comes amid a reported 50%

rise in highly significant cyber-attacks

in the UK, placing growing pressure on

organisations, their supply chains and the

consumers whose data they hold.

The report highlights the operational

and financial consequences of recent

high-profile cyber incidents, including

prolonged outages, data breaches and

ransomware attacks. While large corporates

often dominate headlines, the CSA stresses

that businesses of all sizes are exposed to

regulatory, reputational and financial

harm.

Drawing on survey data from its

members, the Association found high

levels of awareness across the sector, with

almost 90% of respondents reporting that

they hold cyber insurance. However, the

report cautions that insurance alone is not

sufficient protection.

Instead, it argues that effective cyber

resilience requires strong internal controls,

proactive monitoring and organisationwide

awareness, supported by clear

accountability at Board level.

Daniel Spenceley, CSA Head of Policy

and author of the report, said: “As cyberattacks

grow in sophistication, businesses

of all sizes – not just critical national

infrastructure – are exposed to financial,

regulatory and reputational harm. The

importance of effective cyber governance

and awareness is abundantly clear.”

Alongside sector survey findings,

the report identifies several structural

factors that are amplifying risk. These

include reliance on legacy systems, the

pace of digital transformation, increased

dependence on cloud infrastructure and

the growing accessibility of AI-powered

attack tools.

The CSA also highlights the complexity

of the current regulatory landscape. It

calls for stronger oversight of critical

third parties, warning that weaknesses

in shared infrastructure can create

systemic vulnerabilities across entire

sectors. The report further urges clearer

regulatory guidance where data retention

requirements appear to conflict with data

minimisation principles.

In addition, it calls for greater clarity

around expectations for the use of

artificial intelligence in cyber security

risk management and detection, as

well as consideration of the operational

implications of the Government’s proposed

ban on ransomware payments.

For credit and collections firms, the

“We cannot allow cyber criminals to exploit

weaknesses in systems, processes or governance,

firms must invest now to protect themselves.”

risks extend beyond immediate financial

loss. Operational disruption can delay

client reporting, interrupt customer

communications and affect payment

processing, while data breaches carry

potential enforcement action from

regulators and long-term reputational

damage.

The CSA argues that cyber resilience

should be embedded into governance

structures, with routine staff training,

regular risk assessments and alignment

with recognised security standards forming

part of a structured approach.

“We cannot allow cyber criminals to

exploit weaknesses in systems, processes

or governance,” Daniel said. “Firms must

invest now to protect themselves – and

regulators and policymakers must ensure

the wider framework supports resilience

across all sectors.”

As digital transformation accelerates,

the report suggests that the question is

no longer whether firms will face cyber

threats, but how prepared they are to

withstand them.


CORPORATE PARTNERSHIP

CICM partners with Novuna

to supercharge support

CICM has formed a new

corporate partnership

with Novuna, a UKbased

business finance

provider specialising

in cashflow and collections,

to bring additional

insight and expertise, to support credit

professionals across the membership.

The partnership brings together two

organisations with a shared focus on

helping businesses manage cashflow

effectively and make informed credit

decisions. Together, CICM and Novuna

aim to support members with practical

perspectives, forward-looking insight and

opportunities for meaningful engagement

across the profession.

A partner with cashflow

and collections at the core

Novuna brings more than 30 years’ experience

as an invoice finance provider, with

collections forming a central part of its

business rather than a supporting function.

Each year, its teams, technology and processes

support around £2bn of collections

activity, providing deep, practical insight

into cashflow management and customer

relationships.

This experience has shaped Novuna’s

decision to make its collections expertise

more widely available beyond its own finance

customers. Partnering with CICM

creates a platform to share that knowledge

with credit professionals, supporting best

practice across the profession.

Both organisations also share a commitment

to innovation, from the use of technology

and data to inform decision-making,

to the development of skills and

capability within credit teams.

Value for CICM members

Through the partnership, CICM members

will gain access to practical insight from

a lender’s perspective. Novuna plans to

share experience across areas such as fraud

“This partnership is about

collaboration and shared learning.

By engaging with CICM members,

we aim to help shape better

approaches to cashflow and credit

management.” – John Atkinson, Novuna

prevention, technical and credit vetting

processes, and the day-to-day management

of cashflow and collections across hundreds

of SMEs.

As a global brand operating across multiple

markets and business types, Novuna also

brings a broad view of emerging risks, trends

and opportunities in credit and finance.

Its strong focus on Environmental, Social

and Governance (ESG) considerations adds

further relevance as ESG expectations increasingly

influence credit decision-making.

John Atkinson, Head of Commercial

and Strategy at Novuna says the partnership

reflects a commitment to working

closely with the credit profession and

contributing practical, real-world insight:

“This partnership is about collaboration

and shared learning. By engaging with

CICM members, we aim to help shape better

approaches to cashflow and credit management.”

Understanding

today’s credit pressures

From Novuna’s perspective, credit and

finance leaders continue to operate in a

fast-moving environment. Research among

SMEs highlights how unexpected changes

in trading conditions can disrupt cashflow

and planning, while many businesses

remain cautious about taking on new

finance.

At the same time, the profession faces a

talent challenge, both attracting new entrants

and equipping them with the tools

and career pathways needed to thrive. Balancing

effective collections with strong

customer relationships remains a recurring

theme.

Sue Chapple FCICM, Chief Executive

of CICM, says the Institute’s corporate

partnerships are focused on delivering tangible

value for members. “Novuna brings

deep expertise in cashflow and collections,

alongside a clear commitment to professionalism

and innovation. We are pleased

to be working together to support credit

professionals and the vital role they play in

business success.”

Looking ahead

Electronic invoicing is expected to be a

key focus for the partnership, following

confirmation that e-invoicing will become

mandatory for B2B and B2G transactions

from April 2029. Novuna is keen to offer

insights into how organisations can

prepare and how effective implementation

can support improved cashflow outcomes.


INSOLVENCY

THE HIDDEN

WORTH

When a business transfers its assets to a new entity, creditors

are often left questioning where the value has gone.

A

recurring point of concern in

contentious insolvency cases

involves an insolvent company

having transferred its business or

its assets to a new entity without

consideration being paid. Directors

and shareholders do not always

appreciate why this may be problematic, particularly

where they do not perceive any value in the assets being

transferred. However, elements of an organisation such as

an established customer base, an experienced workforce

and well-developed operating processes take time to build.

These advantages would not exist for a business starting

from scratch, yet they are fundamental to many operations

and therefore carry real value for any successor entity.

From a creditor’s perspective, such transfers can cause

understandable concern. Creditors may feel aggrieved

when they see directors or shareholders benefiting from

the assets of an insolvent company while their outstanding

debts remain unpaid. It is often not clear to external parties

what steps have been taken to facilitate the transfer of the

business or what consideration, if any, has been paid.

Business owners and directors can take steps to reduce their

exposure by obtaining an independent valuation from a

suitably qualified professional. Where an entity is unable

to meet its debts, early engagement with an insolvency

practitioner is crucial. In some circumstances, confidential

marketing of the business prior to sale may be appropriate

to identify any independent prospective purchasers. Taking

professional advice to ensure that proper consideration

is paid can help protect directors and owners from later

challenge.

BY RACHEL LAI

Determining the value of private companies which do not

have an open market for shares is not straightforward.

Nonetheless, valuation experts have a range of recognised

methodologies at their disposal, enabling them to arrive at

an estimated value or range.

Insolvency practitioners appointed to a formal process

will typically review transactions carried out in the period

leading up to insolvency. This may include commissioning

their own valuation and pursuing claims against directors

or new owners where a transfer at an undervalue is

identified.

Statutory powers are available to administrators, liquidators

and trustees in bankruptcy to apply to the court where

assets, including intangible assets, have been transferred for

no value or significantly less than their worth. Remedies can

include reversing the transaction or requiring the recipient

to pay the full value. In some cases, disputes can be resolved

through settlement before court proceedings commence,

avoiding protracted litigation.

In conclusion, the intangible assets embedded within a

business are often underestimated when assessing overall

value. Specialist advice is needed to identify and quantify

their worth. Where one entity ceases trading and another

effectively continues the same business, it is likely that a

transfer of all or part of the business has occurred. Early

identification and reporting of such issues can help ensure a

fair outcome for all stakeholders involved.

Author: Rachel Lai is a partner and licensed insolvency

practitioner at Menzies.

Statutory powers are available to

administrators, liquidators and trustees

in bankruptcy to apply to the court

where assets, including intangible assets,

have been transferred for no value or

significantly less than their worth.



CREDIT MANAGEMENT

CONSUMER

A RISKY

BUSINESS?

With intense political focus on growth, the pressure will

be on credit and collections professionals, throughout 2026,

to take the risks that will allow the economy to expand.

BY STEVE KIELY

THE Labour government has been

very clear on one thing above all, in

its first year in power: its primary

goal is “growth, growth, growth”.

Prime Minister, Keir Stamer’s

stated aim is to “put more money in

pockets, which means growth”.

Confidence

Of course, government targets – however ambitious –

are one thing, but what matters is how confident people,

throughout the economy, feel towards the future.

In December, Barclays published 2025 in 25 Charts:

Building confidence to invest for growth in the UK,

in which Kitty Ussher, Managing Director and Group

Head of Policy Development, reviewed the findings of

their research on public confidence and found reasons

for optimism. She said: “Consumers are behaving in a

savvy way, and that attention to detail has supported

resilience. In fact, average confidence in household

finances has been rising steadily since 2022, and, in

February, reached its highest level, since we started

tracking the metric.

“Even in a wider climate of belt-tightening, nonessential

spending has continued to show robust

growth. With interest rates falling, UK housing activity

has noticeably increased this year too. According to

Bank of England data, mortgage approvals are up 11%

from last year and have jumped 33% compared to 2023.”

In terms of businesses, as she looks ahead, she sees

firms “of all sizes facing exciting opportunities to lift

their levels of ambition”. The opportunity, she said, is

significant: “If UK SMEs were to invest at rates in line

with larger companies, £60bn of new SME investment

could be unleashed per year.”

Growing fears

Not everyone takes such an optimistic view. Research

by KPMG finds that two-thirds of people believe the

economy is worsening. Despite almost no change in how

households feel about their own finances throughout

the past year, 2025 saw a steep decline in sentiment

towards the economy. Entering 2026, more than half of

people (56%) feel secure in their personal finances, just

a 1% decrease from 57% at the start of 2025. But concern

about the health of the UK economy grew during 2025,


CREDIT MANAGEMENT

“Even in a wider climate of belt-tightening,

non-essential spending has continued to

show robust growth. With interest rates

falling, UK housing activity has noticeably

increased this year too.”

starting the year with 43% saying that the economy is

worsening and ending the year at 58%.

This downbeat opinion from the majority of consumers

continues to impact spending, with consumers who feel

the economy is worsening taking contingency action,

including half saying they are cutting discretionary

spend.

Linda Ellett, Head of Consumer, Retail and Leisure

for KPMG UK, says: “Annual consumer spending

growth looks set to be sluggish again, with available

discretionary budget prioritised.”

Credit in the spotlight

Whichever way confidence goes, credit and collections

professionals will play an essential role in turning the

lofty ambitions into practical reality.

The regulators – long seen as voices of caution and

restraint in the industry – are now falling over

themselves to promote their pro-growth credentials.

Last month, Nikhil Rathi, Chief Executive of the

Financial Conduct Authority (FCA), wrote to the

Prime Minster, insisting that he would overhaul

mortgage rules to help people “unlock housing wealth

in later life.”

Indeed, the mortgage changes were only one part of his

wider agenda, which, he said, had “delivered the vast

majority” of almost 50 pro-growth measures outlined

in a letter to the Prime Minister in January 2025. He

promised to go further still.

Mortgages

With both growth and home-ownership at the heart of

government policy goals for 2026, mortgage lending will

remain a crucial area of political focus.

After lending for house purchases grew by 22%

to £176bn, in 2025, figures from UK Finance forecast

growth of only 2% for 2026, as “affordability pressures

become more challenging due to mortgage payments

remaining high compared to borrower income”.

New buy-to-let lending was up by 11%, in 2025, to

£11bn. This year, the trade body forecasts it to remain

unchanged, with growth being impacted by additional

taxes and regulation in this area.

Overall, the number of property transactions taking

place is expected to slightly decline, from 1.21 million in

2025 to 1.20 million in 2026 and 2027.

At the same time, mortgage arrears levels are predicted

to continue to decline by 5%, in 2026, to 87,500 – with

an anticipated 9% increase in possessions to 9,400.

James Tatch, Head of Analytics at UK Finance, says:

“Even with welcome tweaks to lending regulations this

year, affordability is now very tight, and this is likely to

limit borrowing options for potential buyers in 2026.”

These “tweaks” will see the FCA focus on four areas,

where they believe growth can be found, throughout

the year:

• First-time buyers and underserved consumers –

simplifying mortgage rules to allow more flexible

products that reflect different working patterns and

income levels at different stages of life.

• Later-life lending – reviewing retirement interestonly

requirements to make them more accessible

and conducting a focused market study to ensure

the lifetime mortgage market can meet the changing

needs of future customers.

• Innovation and disclosure – encouraging the use of

data and technology, such as AI.

• Protecting vulnerable consumers – working with

partners to support people affected by financial

abuse and help those using a mortgage to manage or

consolidate debt.

David Geale, Executive Director for Payments and

Digital Finance at the FCA, insists: “We will use

insight from consumers and industry to drive further

reforms and rebalance risk – helping to widen access to

affordable mortgages to meet the needs of consumers

today.”


continues on page 14 >

CONSUMER

Under the new framework, short-term, interestfree

instalment plans offered at the checkout will be

treated as regulated credit agreements. This will bring

with it the full suite of regulatory expectations, from

clearer pre-contract information and affordability

assessments, to access to the Financial Ombudsman

Service.

Business lending

However, mortgages will not be the only lending

product under the political spotlight in 2026: economic

growth will require an increase in business lending,

but the predictions are not encouraging.

As the fallout continues from last year’s Budget, further

fiscal tightening is expected, with business lending

growth forecast to slow to 4% in 2026. Demand for

business loans is expected to then pick back up across

2027 and 2028 – with growth rates of 4.7% and 5.1%

respectively – as interest rates and borrowing costs fall

and uncertainty pares back.

Martina Keane, UK & Ireland Financial Services Leader

at consultancy firm EY, urges positivity: “Momentum

is slowing and we are facing a challenging market.

Ongoing global uncertainty and further domestic tax

rises in the Budget are likely to impact the financial

services sector. However, our industry is resilient and

adaptable, and our fundamentals remain solid.

“A dip in 2026 is likely to be temporary, and, as

uncertainty recedes, growth levels across most of the

UK financial services sectors will improve over 2027

and 2028.

“With a more promising longer-term outlook ahead,

now is not the time to slow down. Leaders should

continue focusing on major strategic priorities such

as technology, AI and wider business transformation,

to help drive efficiencies and enhance value for

customers.”

Deferred payment credit

Meanwhile, from 15 July 2026, many forms of deferred

payment credit (previously known as Buy Now, Pay

Later or BNPL) will come fully under the FCA’s

regulatory regime.

Lucy Donovan, Head of Strategy & Communications

at trade association, the CCTA, says: “For providers,

this represents a significant compliance uplift, as

systems, controls, and disclosures will all need to align

with the FCA’s standards.”

The reform responds to the rapid expansion of the

sector over recent years, alongside concerns that

some consumers are accumulating unaffordable debt

outside of the protections afforded to regulated credit

cards or loans. The FCA’s intervention aims to close

this protection gap and promote consistency across

the credit industry.

Consumer Credit Act reform

Meanwhile, government is moving ahead with the

modernisation of the Consumer Credit Act 1974.

Phase one of their reforms, published as a consultation

in May 2025, focuses on updating information

requirements, sanctions, and criminal offences,

signalling a move toward simplification and greater

alignment with the FCA’s rulebook.

Phase two, expected in early 2026, will take on the

more substantive task of recasting consumer remedies

and protections. This could reshape how statutory

rights operate across products such as hire purchase,

motor finance, and credit cards.

Given that the Consumer Credit Act forms the

legal basis for Section 75 protections and other key

consumer rights, the implications of transferring these

powers into FCA rules will be closely watched by

lenders.

Ms Donovan speaks for many, in the industry, when

she says: “It will be critical to ensure that smaller and

specialist lenders have clarity on their obligations

and that the transition does not create uncertainty or

inconsistency in the market.”


CREDIT MANAGEMENT

Motor finance

Last year’s Supreme Court judgment on motorfinance

commission arrangements clarified the legal

position on both discretionary and non-discretionary

commission arrangements.

Now, customers, who collectively have an estimated 14

million motor-finance agreements, are due to receive

redress under an industry-wide compensation scheme,

and firms are likely to be subject to wider scrutiny of

historical sales practices and redress frameworks.

Regulators are actively considering changes to

Financial Ombudsman Service jurisdiction and

legal standards, aiming for greater consistency and

transparency.

Motor-finance loans may not be the only ones under

the spotlight. In 2026, analysts believe that lenders

could face retrospective risk across other product areas

if redress principles broaden, so lenders may need to

proactively review legacy products and sales practices

in an attempt to mitigate future remediation costs and

reputational damage.

Key principles

Beyond individual sectors, there are wider trends that

will also impact upon the industry as a whole. A report

by consultants EY, published at the end of 2025, listed

three such trends to pay particular attention to:

• Inclusive design – regulators are increasingly

embedding the need for inclusive design into

conduct expectations, especially under Consumer

Duty and vulnerability guidance.

The FCA’s ongoing reviews, including those into SME

business accounts and credit-card communications,

reinforce the need for inclusive, clear and accessible

information for all customer groups.

Inclusive design will shift from a discretionary

initiative, demonstrating best practice, to a compliance

obligation, with potential for greater supervisory

scrutiny. Firms must embed inclusive principles into

product development, communications and service

channels to avoid foreseeable harm.

• Focus on fraud – in 2026, fraud will remain a key

focus. Regulators will assess the impact of the

Payment Systems Regulator’s authorised pushpayment

fraud reimbursement rules, whilst the new

corporate “failure to prevent fraud” offence, effective

from 1 September 2025, may bring early enforcement

cases.

Money mules will continue to be an area of focus

for the FCA, following its findings, in 2025, that the

industry was underestimating and underreporting this

threat. Anti-money laundering will see heightened

scrutiny. The FCA has committed to proactive

reviews of controls in high-risk firms, with recent

enforcement actions underscoring its readiness to act

on deficiencies.

The FCA has

committed to

proactive reviews of

controls in high-risk

firms, with recent

enforcement actions

underscoring its

readiness to act on

deficiencies.

Emerging technologies and innovations, including

crypto-assets, are also under the spotlight. Firms

can expect clearer guidance as the FCA finalises

its expectations under the new crypto regime and

addresses financial-crime risks linked to digital

innovation. In addition, whilst AI-enabled financial

crime and fraud is on the rise, firms are increasingly

utilising AI to combat financial crime. The FCA will

continue to scrutinise the use of AI deployment to

combat financial crime.

• Increasing risk – the FCA and government’s reforms

aimed at stimulating the mortgage market are

certainly intended to support broader economic

growth and innovation, and expanding access to

credit, even if this means tolerating higher levels of

consumer and systemic risk.

This increased risk to consumers will make effective

disclosure and customer understanding more

important than ever.

The reforms may also increase banks’ credit-risk

exposures to the property market. Regulators are

signalling tolerance for more risk-taking, provided

firms maintain robust capital and liquidity buffers.

The Prudential Regulation Authority is closely

monitoring interest-rate risk, credit-risk modelling

and stress testing to help ensure resilience.

Challenge

So, as the new year develops, the challenge remains the

same for the industry: to turn the increased risk and

opportunities for economic growth into reality. Once

again, we will be looking to the skills and experience of

credit and collections professionals to make the right

decisions to achieve the right results.

Author: Steve Kiely is a freelance Business Writer.


COUNTRY FOCUS

on Canada

Open for

business

Canada has a vast, resource-rich economy

offering opportunity across manufacturing,

digital, life sciences and more.


CREDIT MANAGEMENT

WHICH country in the

world has the largest

moose population,

is obsessed with ice

hockey, has a national

drink called The

Caesar, and fought

the Beaver Wars, and they might struggle to identify it?

The answer is Canada.

With a vast coastline of 243,797 km, its name originates

from the St Lawrence Iroquoian tribe which named

its village “Kanata”; European explorer Jacques Cartier

misunderstood and be¬lieved that the te¬rm referred to

the¬ entire region.

Of course, there’s more to Canada – especially its

people. In terms of those that are notable, there are

so many. Actors Keanu Reeves and Pamela Anderson,

singers Celine Dion and Michael Bublé, author of the

Handmaid’s Tale Margeret Atwood and comedians

Dan Aykroyd and Mike Myers. And we cannot forget

Alexander Graham Bell, an immigrant from Scotland,

who invented the telephone.

History

Man has lived in what is now Canada for millennia. But

it was Icelandic Vikings who colonised Greenland 1,000

years ago after reaching Labrador and Newfoundland.

European John Cabot was the first to map the Canadian

east coast, claiming the land for England who didn’t

settle it until 1610.

French and British explorers fought over areas in what

is now Canada. A colony of New France was proclaimed

in 1534 with other permanent settlements from 1608.

Post the Seven Years’ War with France, Great Britain

took control of virtually all of the French possessions in

North America.

The now British Province of Quebec was divided into

Upper and Lower Canada in 1791. The two provinces

were united as the Province of Canada by the Act of

Union 1840. In 1867, the Province of Canada was joined

with two other British colonies of New Brunswick

and Nova Scotia through Confederation. Canada was

adopted as the legal name of the new country and

‘Dominion’ was conferred as the country’s title. Canada

expanded by incorporating other parts of British North

America, finishing with Newfoundland and Labrador

in 1949.

In 1931 the Statute of Westminster gave the dominions

complete autonomy. 1947 saw Canada given equal status

with Great Britain within the Commonwealth. And in

1965 the present Canadian flag was adopted, replacing

that which had incorporated the British flag. In 1982

Canada gained independence from Britain but still

maintains the British monarch as head of state.


continues on page 18 >

COUNTRY FOCUS

21.32m in 1970, 27.69m in 1990, 34m in 2010 and now,

according to Statistics Canada’s real time clock, is

41.54m.

The country is clearly sparsely populated with just

an average of 4.5 inhabitants per km2. For reference,

Greenland is the lowest with 0.026 people per km2,

compared to the Falkland Islands with 0.29 per km2,

while the UK has 285 per km2, and at the other end of

the spectrum is Macao (China) with 22,000 per km2

(according to UN World Population Prospects 2023).

As to where the population lives, 2021 census data from

Statistics Canada details the top 100 municipalities.

The largest is Toronto with 2.79m which is followed by

Montreal with 1.76m, Calgary with 1.3m, Ottawa with

1.01m and Edmonton with 1.01m.

Geography

Canada occupies much of the North American

continent and has a land border with the United

States to the south and northwest and Greenland to

the northeast (the small island of Hans Island). It has

the Pacific Ocean on its western border, the Arctic

Ocean to the north, with the Atlantic Ocean to the

east.

Interestingly, the last vestige of New France – the

Overseas Country and Territory of Saint Pierre and

Miquelon – are to the southeast. At 9.98m km2,

Canada is the second largest country in the world

by area after Russia with its 17.09m km2. Next comes

China with 9.59m km2 and the US with 9.52m km2.

The UK, in comparison ranks 78th with 244,376 km2.

Given its vastness, Canada has no single climate

or particular landscape but instead experiences a

wide range of both weather and natural scenery. The

country has several different ‘regions’ including the

northern tundra, the west coast, the internal prairies,

and the boreal forests. Ocean currents impact the east

and west coasts, and the Great Lakes influence the

southern interior.

Population

Post-1945 population growth of Canada can be best

described as steady, taking a 30% gradient if looked

on a chart on Macrotrends. In 1950 it stood at 13.74m,

The population pyramid for Canada (as a whole – not

the individual provinces) resembles a short, fat – almost

compressed – pinecone that looks very symmetrical

between the sexes. (Of course, it looks squat as the x

axis accentuates the numbers per age rather than age

itself on the y). It’s relatively wide at the base, expands

to age 12, narrows a little to age 18, expands further

to 30, narrows again a little to 47, markedly expands

to age 57, and then takes a 30-degree incline age 100.

In relation to ethnicity, Statistics Canada, using 2021

census data, found that 15.6% identified as Canadian,

14.7% English, 12.1% Irish, 12.1% Scottish, 11% French,

8.1% German, 4.7% Chinese, 4.3% Italian, 3.7% Indian

(India) and interestingly, 3.5% Ukrainian.

Economy

Canada’s economy has grown over the last ten years.

According to Trading Economics, citing the World

Bank, back in 2016, its GDP stood at $1.53tn and rose

to $1.74tn in 2019. The pandemic dented it somewhat

in 2020 when it dropped to $1.66tn. However, the

rebound was marked with a rise in GDP to $2.02tn

in 2021, $2.19tn in 2022, $2.17tn in 2023 and $2.24tn in

2024.

In terms of its inflation rate, looking back over the last

ten years the rate hovered in a range of between 1.5%

and 2% from 2016 to 2020 (Statistics Canada). COVID

led to a negative rate of 0.4% in May 2020. The rate

‘recovered’ to 1% by the February 2021 but then, along

with the rest of the world shot up, to a peak of 8.1% in

June 2022. However, it subsided to 4% in August 2023

before dropping down to around 2%. In December

2025, it was recorded as being 2.4%.

Prior to the pandemic, unemployment – since 2016,

had been declining from 7.3% (January 2016) to 5.8%

(February 2020). It spiked at 14.2% in May 2020 but

declined relatively quickly to 4.8% in July 2022.

However, after that point it has gently risen and in

December 2025 sat at 6.8%. The proximity of Canada

to the United States has, with President Trump’s


CREDIT MANAGEMENT

Manufacturing contributed $354bn to exports in

2025 and employed 1.7m people and overall, citing

2024 data, had total revenue of $935.6bn. Notably,

Ontario, Quebec, and Alberta accounted for 82% of

the manufacturing activities in the country in 2023.

Agribusiness

In 2024, agriculture.canada.ca reported that Canada’s

agribusiness sector added $149.2bn to GDP and

collectively employed 2.3m workers. What Destination

Canada terms ‘agricultural input’ encompassed

everything needed to support and enhance crop

and livestock farming – including seeds, livestock,

feed, pesticide, fertilisers, machinery, fuel, tools and

buildings.

In 2024 there were said to be 60,000 jobs involved in

the seeds industry along with another 76,000 in

fertilisers making an overall GDP contribution of

£23bn (Fertilizer Canada and the Canadian

Government).

tariffs, caused some pain to the Canadian economy.

Canada’s economy is highly integrated with the U.S.

economy, a consequence of, among other factors, the

lengthy shared border and a long history of free-trade

arrangements.

Although some tariffs have been scaled back or delayed,

tariff rates between the United States and Canada still

remain significantly higher than before the trade war.

Canada’s economy is highly vulnerable to disruptions

in trade with the United States and has limited scope

for retaliating without imposing a disproportionate

penalty toll on the Canadian economy.

INDUSTRIAL SECTORS

There are a number of sectors that should be of interest

to exporters.

Manufacturing

Destination Canada, in a 2024 document, outlines

that the country is active in additive manufacturing,

aerospace, automotive, and robotics and automation.

It claims, for example, that Canada had $19bn in

aerospace exports and a workforce of 218,000. The

same figures for automotive were $51bn and 128,000 –

and 1.5m vehicles produced.

Firms are involved in numerous areas creating objects

via 3D printing, the field of autonomous vehicles, the

space sector in terms of communications and robotics,

and are also involved in EVs and batteries, and energy

storage.

Crop cultivation supported 114,800 jobs in 17,433

horticulture farms and 65,135 field crop farms. And

animal production – beef, pork, sheep, lamb, bison,

goat, chicken, turkey, eggs and dairy – employed

106,700 in 76,796 farms, all generated $37.3bn in

revenue. (Agriculture and Agri-Food Canada).

Meanwhile, food and beverage firms contributed

$35.8bn to GDP via 318,400 workers.

Digital

This is another sector of note with $298bn revenue

generated by 802,913 workers in 2024. The sector

includes manufacturing ($10.7bn revenue, 32,057

jobs), software and systems ($147.4bn, 594,202 jobs),

communications services ($68.5bn, 118,138 jobs) and

wholesaling ($70.9bn, 58,516 jobs).

Destination Canada details subsectors that include

artificial intelligence featuring a national AI Strategy

and Government investments, cybersecurity with

a national cybersecurity strategy (29,000 jobs),

digital media and entertainment (272,300 jobs) and

telecommunications technologies (782,000 jobs). There

is also a thriving fintech sector that’s home to 1,286

firms deploying $1.8bn in investment. Collectively, the

Government believes there to be 48,930 ICT-related

firms.

Summary

Canada is clearly a market for exporters to consider

for a number of reasons – the common language

and culture, a very well-developed market, and

precisely because President Trump has done a firstrate

job of moving Canadians away from US goods

and services – and that isn’t going to change any time

soon.


Introducing our

CORPORATE PARTNERS

Hays Credit Management is a national specialist

division dedicated exclusively to the recruitment of

credit management and receivables professionals,

at all levels, in the public and private sectors. As

the CICM’s only Premium Corporate Partner, we

are best placed to help all clients’ and candidates’

recruitment needs as well providing guidance on

CV writing, career advice, salary bench-marking,

marketing of vacancies, advertising and campaign

led recruitment, competency-based interviewing,

career and recruitment trends.

T: 07834 260029

E: karen.young@hays.com

W: www.hays.co.uk/creditcontrol

Shakespeare Martineau provides expert debt and

asset recovery services across various sectors,

including energy, manufacturing and Government.

Our team supports regulated and unregulated

debt, acting as an extension of internal collections

when needed. We prioritise keeping client costs

low while empathetically engaging with debtors.

Our 70+ experts offer cradle-to-grave B2B and B2C

collections, transparent fee plans, bespoke service,

flexible case management, and additional support

like training, advice, litigation and mediation.

T: 01789 416440

E: jayne.gardner@shma.co.uk,

W: www.shma.co.uk

Esker’s Accounts Receivable (AR) solution removes

the all-too-common obstacles preventing today’s

businesses from collecting receivables in a

timely manner. From credit management to cash

allocation, Esker automates each step of the orderto-cash

cycle. Esker’s automated AR system helps

companies modernise without replacing their

core billing and collections processes. By simply

automating what should be automated, customers

get the post-sale experience they deserve and your

team gets the tools they need.

T: +44 (0)1332 548176

E: sam.townsend@esker.co.uk

W: www.esker.co.uk

The UK’s No1 Insolvency Score, available as a

platform to help businesses manage risk and

achieve growth. The only independently owned

UK credit referencing agency for businesses. We

have modernised the way companies consume

data, to power businesses decisions with the most

important data taken in real-time feeds, ensuring

our customers are always the first to know. Enabling

them to deliver best in class sales, credit risk

management and compliance.

T: +44 (0)330 460 9877

E: sales@redflagalert.com

W: www.redflagalert.com

Our Creditor Services team can advise on the best

way for you to protect your position when one of

your debtors enters, or is approaching, insolvency

proceedings. Our services include assisting with

retention of title claims, providing representation at

creditor meetings, forensic investigations, raising

finance, financial restructuring and removing the

administrative burden – this includes completing

and lodging claim forms, monitoring dividend

prospects and analysing all Insolvency Reports and

correspondence.

T: +44 (0)2073 875 868

E: creditorservices@menzies.co.uk

W: www.menzies.co.uk/creditor-services

Dun & Bradstreet is a leading provider of

comprehensive global business data and

analytics. We help clients make smarter decisions

and drive resilience by bringing together millions

of data sources into a globally consistent view,

underpinned by our D-U-N-S number.

T: +44 (0)808 239 7001

E: hello@dnb.com

W: www.dnb.co.uk

Genius provides solutions designed to enhance your

customer engagement with compliance in full focus;

our team have decades of operational experience in

the Debt & BPO space.

As a global outreach partner our technology

drives compliance and operational

efficiency to help your business thrive.

• Streamline Collections, Payments & Asset

Recovery, whether this be in-house or within a BPO

setting with our Adept platform.

• Enhance customer engagement with our cloudbased

omnichannel platform, Commpli.

T: +44 (0) 141 280 0275

E: sales@geniusssl.com

W: www.geniusssl.com

Transform your Accounts Receivable with

Corcentric’s Managed AR Solution. Our

commitment? Dramatically reduce your Days Sales

Outstanding (DSO) to just 15 days. By combining

expert AR management with strategic funding

solutions, we enhance cash flow and streamline

operations, freeing up resources and reducing costs.

Discover a new standard in AR efficiency—because

better cashflow starts with smarter

AR management.

T: 020 317 71713

E: ahassan@corcentric.com

W: corcentric.com

Automate your cash collections and reduce risk

with our class leading Credit Control software.

Integrating with any ERP/AR system and optionally

Creditsafe, it provides a full viwew of your ledger

whilst automating your chasing strategies and

removing manual tasks. All backed up by our

support service which has that rare human touch,

continually strengthening our customer relationships.

With an impressive ROI and 96%+ customer

retention year-on-year, our solution consistently

delivers measurable value and benefits.

T: 01235 856400

E: info@credica.co.uk

W: www.credica.co.uk


Each of our Corporate Partners is carefully selected for

their commitment to the profession, best practice in the

Credit Industry and the quality of services they provide.

We are delighted to showcase them here.

They're waiting to talk to you...

My DSO Manager is an intelligent SaaS AR

and credit management solution for SMEs to

international enterprises, helping AR analysts

manage risk, maximize cash collection and

streamline the credit-to-cash cycle, by a real-time

insight to KPIs.

Due to its inventive in-house IT teams and their

tight collaboration with support staff, many of

whom were credit managers at large firms, it can

quickly integrate any ERP data and customize as

needed.

T: +33 (0)458003676

E: contact@mydsomanager.com

W: www.mydsomanager.com

Court Enforcement Services are the CICM Enforcement

Business of the Year. Recognised for our professional,

client-focused, and approachable service,

our expert team has enforced over 100,000 Writs,

recovering over £105m for clients and claimants

since the end of the pandemic. Our commitment to

excellence is reflected in our client satisfaction survey,

where 100% of respondents confirmed we meet

or exceed expectations as a High Court enforcement

supplier, with many highlighting our superior

collection performance over industry competitors.

T: 07759 122503

E: s.evans@courtenforcementservices.co.uk

W: www.courtenforcementservices.co.uk

Novuna Business Cash Flow provides fast, flexible

cashflow finance solutions to SMEs and larger

corporates across a wide range of sectors in the

UK. With remote digital on-boarding, a flexible

approach to contracts, and fast payout we won

Innovation in the SME Finance Sector at the

2024 Business Moneyfacts Awards. Combining

innovative cash flow solutions with industry

leading technology, we retain one of the highest

customer satisfaction scores in the market.

T: +44 808 258 5934

E: marketing@novunabusinesscashflow.co.uk

W: www.novuna.co.uk/business-cash-flow/

TCN is an industry leader in call centre technology

with offices around the world including, the United

Kingdom, the United States, Romania, Canada,

India and Australia. TCN has met the global

communication needs of its diverse customers.

Utilising best-practice solutions and 24/7 technical

support, TCN empowers clients to drive consumer

interactions through omni-channel, inbound and

outbound communications. TCN’s call centre

platform is entirely web-based and available

on-demand with unlimited capacity.

T: +44 (0) 800-088-5089

E: spencer.taylor@tcn.com

W: www.tcn.com

Top Service Ltd. The only credit information

and debt recovery service provider specifically

for the UK construction industry. Our payment

experiences are the most up to date credit

information available and enable construction

businesses to confidently assess credit risk and

make the best, most informed credit decisions.

Coupled with our range of effective debt recovery

solutions, quite simply our members stay one step

ahead and experience less debt and more cash.

T: +44 1527 503990

E: membership@top-service.co.uk

W: www.top-service.co.uk

TOP SERVICE

MINIMISE DEBT

MAXIMISE C ASH

Towerhall Solutions is a trusted partner for

financial services and housing associations,

specialising in ethical debtor collection, tracing and

asset recovery. We expertly manage tenant debtor

books, ensuring every interaction is compliant,

sensitive, and fair. Our focus is on constructive

engagement. We help organisations recover vital

funds while protecting vulnerable individuals and

maintaining your corporate reputation. We deliver

results through empathy, integrity, and strict

regulatory adherence.

T: +44 (0) 1342 718300

W: www.towerhallsolutions.com

Key IVR provide a suite of products to assist

companies across Europe with credit management.

The service gives the end-user the means to make a

payment when and how they choose. Key IVR also

provides a state-of-the-art outbound platform

delivering automated messages by voice and SMS.

In a credit management environment, these services

are used to cost-effectively contact debtors and

connect them back into a contact centre or

automated payment line.

T: +44 (0) 1302 513 000

E: partners@keyivr.com

W: www.keyivr.com

STA International is a leading credit management

provider, offering debt recovery, outsourced credit

control, address tracing, and legal debt recovery

services. We maximise cash flow and minimise

risk with tailored strategies for businesses of

all sizes. Acting as an extension of your team,

we ensure efficient, amicable collections and

compliant solutions for complex cases. Trust STA

International to safeguard your financial health and

strengthen client relationships.

T: +44 (0) 1622 600 921

W: www.stainternational.com

For further information

and to discuss the

opportunities of entering

into a Corporate

Partnership with the

CICM, please visit:

www.cicm.com


CORPORATE PARTNER

WEATHERING

RECOVERY

CHALLENGES

CICM partners with Towerhall Solutions to support members

as business and consumer strain continues into 2026.

WITH many businesses

entering 2026 under

continued financial

strain, the CICM has

formed a new corporate

partnership

with debt recovery

business, Towerhall Solutions to strengthen dialogue

and professional standards across the credit community.

“We expect financial pressure on both businesses and

consumers to continue through 2026,” says Glenn

Matthews, Operations Director at Towerhall. “Sectors

such as retail, hospitality and construction remain

exposed to rising costs, and many smaller businesses are

still absorbing higher rents and increased employment

expenses.

“While interest rate reductions are a positive

development, the benefits are not evenly felt. Those

on fixed-rate borrowing arrangements, or without

mortgage exposure, are unlikely to see immediate relief.

For many organisations and households, budgets will

remain tight.” Against this backdrop, credit teams are

managing tighter margins, cautious spending and the

ongoing risk of delayed payment.

Early engagement

and escalation

Towerhall works across financial services, housing and

legal sectors, supporting organisations where accounts

have progressed beyond early-stage collections. From

its experience, delayed engagement remains a recurring

theme.

“Where conversations happen early, outcomes are often

more constructive,” Glenn adds. “But when engagement

is postponed, situations can escalate quickly. We are

seeing how sustained economic pressure is translating

into more complex cases for both businesses and

individuals.”

This dynamic reinforces the importance of proportionate

recovery approaches, clear communication and

consistent professional standards, which are all areas

where collaboration across the sector can make a

meaningful difference.

Strengthening

professional dialogue

By partnering with CICM, Towerhall hopes to contribute

practical insight while engaging with members on

the challenges shaping 2026, from sector-specific cost

pressures to evolving regulatory expectations.

“We want to share what we are seeing across

different markets and, just as importantly, listen to

members’ experiences,” Glenn says. “Collaboration

and shared learning are essential in the current

environment.”

The CICM’s corporate partnerships are about

strengthening the professional community, say Sue

Chapple FCICM, Chief Executive of CICM: “Towerhall

brings experience from sectors where financial strain is

often most visible, and that operational insight will help

inform the conversations our members are having every

day.”

Over the coming year, both organisations intend to

explore how economic uncertainty and sector pressures

continue to reshape credit and recovery discussions,

ensuring members have space to exchange experience

and reinforce best practice.


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CORPORATE PARTNER

CELEBRATING

PROFESSIONALISM

As headline sponsor of this year’s CICM British Credit Awards,

DCB Legal supported an evening celebrating professionalism and

progress across the credit industry. We spoke to Managing Director

Eddie Harrison about rising expectations, legal reform and why

professional judgement matters more than ever.

Why was it important for DCB Legal

to support the British Credit Awards?

EH: The CICM British Credit Awards shine a light on the

professionalism and progress of the credit industry, and

that’s something we were proud to support. Recognition

matters – it reinforces good practice and encourages the

sector to keep raising standards.

What I think deserves more recognition is the everyday

judgement exercised by credit professionals. Making

balanced decisions that account for risk, regulation, and

real-world impact isn’t easy, and it’s often done quietly.

That professionalism is what underpins trust in the

industry and keeps it moving forward responsibly.

Your career has spanned frontline

collections, litigation, and senior

leadership roles in law firms. What’s the

most significant change you’ve seen?

EH: The biggest shift has been expectations. Earlier in

my career, success was often measured almost entirely

by operational delivery – volume, pace, and efficiency.

Those things still matter, but today there’s a much greater

emphasis on judgement, consistency, and accountability.

That’s a positive change, but it does raise the bar. Firms

now need the right data, systems, and culture to support

people in making good decisions, not just moving cases

forward. The organisations that get that balance right are

the ones that will continue to earn trust.

Credit professionals are operating in an

environment of increasing scrutiny and

expectation. What are the key challenges

today?

EH: The challenge is balancing commercial reality with

fairness, compliance, and consistency. Expectations from

regulators, clients, and consumers are all rising, and not

always in the same direction.

The firms that navigate this well are those that invest in

governance, training, and culture, and that trust their

people to apply judgement rather than simply follow

scripts. Through my involvement with groups like the

Enforcement Law Reform Group and the Civil Court

Users Association, it’s clear these conversations around

accountability and decision-making are only becoming

more important.

What do you think is most often

misunderstood about legal services in

credit?

EH: There’s a common perception that once a matter reaches

legal, everything becomes adversarial and inevitable. That

isn’t how it should work. Legal involvement should bring

clarity and structure, not just escalation. We see legal

processes as a framework for resolution. We focus on

explaining what’s happening, setting out realistic options,

and encouraging engagement wherever possible. When

people understand both their rights and responsibilities,

outcomes tend to be better for everyone involved.

You’ve spoken previously about

DCB Legal’s One Solution approach.

What are the benefits of having legal

proceedings and enforcement under one

roof ?

EH: It comes down to accountability and continuity.

When proceedings and enforcement are fragmented across

different providers, you can lose visibility, introduce

delays, and dilute responsibility.

Our One Solution approach allows us to support clients

through the full journey, from proceedings through

to enforcement, in a joined-up way. Working closely

with our sister company, DCBL, gives us oversight and

consistency throughout. That leads to clearer decisionmaking,

fewer hand-offs, and ultimately more effective

and proportionate outcomes.


CREDIT MANAGEMENT

Making balanced

decisions that account

for risk, regulation, and

real-world impact isn’t

easy, and it’s often done

quietly.

You’re known for embedding technology

and automation into legal operations.

Where do you see innovation genuinely

improving outcomes rather than just

efficiency?

EH: Technology adds the most value when it supports

better decisions and better engagement, not just speed.

Used well, it helps people understand their position earlier,

makes communication clearer, and gives professionals

better information to work with.

I’m particularly interested in how digital tools support

early resolution – whether through better data, smarter

workflows, or customer-facing platforms. When

technology removes friction and confusion, people are far

more likely to engage constructively, which benefits all

parties.

You joined DCB Legal in September

last year. How would you describe DCB

Legal’s purpose and what it stands for

today?

EH: At its heart, DCB Legal is about resolving matters

properly and proportionately. It’s a fast-growing firm,

but what attracted me is that growth hasn’t come at

the expense of judgement or standards. Court isn’t the

starting point here – it’s a last resort when other routes

haven’t worked.

In practice, that means encouraging early engagement,

being clear about options, and focusing on outcomes that

actually resolve the issue rather than just progressing a

process. We aim to be a safe pair of hands for our clients,

and to deal with individuals in a way that’s fair, measured,

and grounded in common sense.

Eddie Harrison, Managing Director of DCB Legal.

BRITISH CREDIT

AWARDS 2026


ENFORCEMENT

RETHINKING

ENFORCEMENT

Why common assumptions about ‘unethical’

practice deserve closer examination.

BY RUSSELL HAMBLIN-BOONE

ENFORCEMENT agents, or bailiffs,

as they are more commonly known,

have featured prominently in

public debate in recent years. With

local authorities under financial

pressure and households facing the

combined effects of rising costs,

it is unsurprising that the way public debt is collected

attracts scrutiny.

What is sometimes lost in this discussion, however,

is a balanced understanding of how modern civil

enforcement actually operates. Many local authorities

are being asked to demonstrate that their enforcement

practices are ‘ethical’, implying that civil enforcement

is unethical. This is a term that is often used liberally

and without reference to the regulatory framework,

professional standards, or the significant reforms the

sector has already embedded.

Before applying labels, it is worth considering what

the term unethical actually means. The Oxford English

Dictionary defines it as “not morally correct”, and

associated words include improper, unfair, underhand,

unprincipled, and unlawful. These are serious descriptors

– and they deserve careful, evidence-based examination

rather than casual use.

To understand whether these terms reflect the reality of

enforcement, it is helpful to explore the evidence and

how it would apply in practice.

Immoral practices?

For an industry to be considered immoral, it would need

to operate without regard for people or consequences.

In fact, enforcement firms work within strict statutory

frameworks and contractual obligations set by local

authorities. The identification and support of vulnerable

individuals is integral to enforcement practice, backed

by specialist training and partnerships with debt advice

organisations. Cases involving vulnerability are routinely

referred back to councils for alternative resolution and

welfare support.

Unprofessional agents?

Professionalism is intrinsic to the enforcement agent

licensing process. Agents must pass a formal exam,

demonstrating legal knowledge, and be approved by

a judge as ‘fit and proper’. Agents’ certificates must

be reviewed every two years. Continuous training,

performance monitoring, and adherence to industry

standards reinforce these credentials.

Evidence of dishonesty?

The level of oversight in enforcement is exceptionally

high. Body worn video, vehicle tracking, and real time

monitoring create a transparent record of conduct. This

environment leaves little room for dishonest behaviour

and provides clear evidence when concerns arise. Few

sectors operate with such comprehensive daily scrutiny.

The low level of uphold complaints and the robust

court-based complaints process attests to this.

Unscrupulous actions?

Unscrupulous practice would imply exploiting clients

or debtors for gain. Yet enforcement fees are set by

statute, not by the industry or a regulator, and have

remained unchanged for more than a decade. Local

authorities procure services competitively, meaning

firms must demonstrate value, compliance, and strong

governance to retain contracts. Poor practice is not only

unacceptable – it is commercially unsustainable.

Lack of principles?

Far from operating without principles, enforcement is

governed by the Tribunals, Courts and Enforcement

Act, the Taking Control of Goods Regulations, and

government supported National Standards. The

sector has also taken the initiative in establishing and

voluntarily funding the independent Enforcement

Conduct Board, contributing more than £3 million to

strengthen oversight and accountability.

Disreputable firms?

CIVEA members represent around 1,500 agents

working within regulated, contract driven businesses.


CREDIT MANAGEMENT

To understand whether these

terms reflect the reality of

enforcement, it is helpful to

explore the evidence and how it

would apply in practice.

As in any sector, isolated poor practice can occur, but

the competitive nature of local authority procurement

means that reputation, compliance, and performance are

essential to commercial survival. Firms that fail to meet

standards do not retain contracts.

Is enforcement illegal?

Enforcement activity sits within a judicial process and is

governed by legislation. Firms must comply with service

level agreements, statutory requirements, and court

approved procedures. Any deviation is subject to scrutiny

by clients, regulators, and the courts. Illegal activity is not

only rare – it is swiftly identified and addressed.

A more informed conversation

When examined against the evidence, the attempts

to portray the civil enforcement process as unethical

are spurious and do not reflect the reality of modern

enforcement. This does not mean the sector is beyond

improvement, but it does suggest that a more informed,

less polarised conversation is needed to avoid an implied

bias.

As the industry moves toward statutory regulation, there is

an opportunity to build on existing safeguards, strengthen

public confidence, and ensure that enforcement continues

to operate fairly, transparently, and responsibly. Achieving

this requires open dialogue, shared understanding, and a

willingness to look beyond assumptions to the facts.

Author: Russell Hamblin-Boone is CEO of the Civil

Enforcement Association.


International Trade

Monthly round-up of the latest stories

in global trade by Andrea Kirkby.

Tech show boss takes

aim at UK presence

GARY Shapiro, chief executive of the

Consumer Technology Association,

organiser of the Consumer Electronics

Show (CES) in Las Vegas, said Britain’s

presence at the event was inconsistent

and underwhelming compared with

nations such as France and the

Netherlands.

CES attracts around 100,000

visitors each year and is said to be

the most influential global platform

for emerging consumer technologies.

Companies use the four-day exhibition

to launch products, secure international

partnerships and attract investment.

Shapiro said the UK’s participation

at the event was “spotty”, adding that

it was surprising given the strength

of Britain’s technology sector. He said

other western European governments

consistently prioritise the event, not

only through financial support but

DIGITAL Pixel, a Brighton-based firm

working in advanced microscopy

systems, is now doing business in Saudi

Arabia following insurance from UK

Export Finance (UKEF).

The company is involved in the

field of scientific imaging research

and supplies advanced microscopy

incubation technology – which enables

the observation of live cells under the

microscope.

The four-person business has been

exporting for 15 years across the

UK, Europe and Australia. Given an

opportunity to supply parts for a highresolution

microscope in a medical

school in Saudi Arabia, it couldn’t get

commercial insurance.

It applied for UKEF’s Export Insurance

Policy with an initial credit limit of

£12,150. This made Digital Pixel

automatically eligible for UKEF’s Small

Export Builder (SEB).

SEB allows small businesses in all

sectors to obtain export insurance with a

credit limit of up to £25,000 and build up

to £100,000 in 50% increments as they

establish a positive trading history with

their overseas buyers.

by sending senior political figures to

demonstrate backing for their domestic

tech industries.

While France was represented by

cabinet ministers, following previous

appearances by President Emmanuel

Macron, and the Netherlands sent

senior political representatives including

members of its royal family, Britain had

no comparable presence. According

to provisional exhibitor numbers,

France had 64 companies at CES this

year, Germany 38, the UK 29 and the

Netherlands 27, although final figures

will not be confirmed until later in 2026.

The criticism follows the UK

government’s decision in 2021 to scrap

the Tradeshow Access Programme, a

scheme that provided grants of up to

£2,500 to help small and medium-sized

businesses attend international trade

fairs.

Brighton life sciences in Saudi

This approach helped Digital Pixel

secure the contract in Saudi Arabia.

The company expects to reach

£250,000 in export sales this financial

year.

YET * ANOTHER ACRONYM

FOR EXPORTERS

*

THE carbon border adjustment

mechanism (CBAM) came into force on

1 January and could possibly lead to

an increase in the cost of cars, building

supplies and foodstuffs for those living

in the EU.

CBAM essentially places a carbon

price on many imported goods – the

more carbon intensive an item, the

higher the price. The basic premise of

the mechanism is to stop firms from

relocating production to countries with

looser rules, ensuring fair competition

between EU and non-EU firms while

encouraging decarbonisation.

Not unsurprisingly, it appears

that more firms are measuring and

reporting emissions and countries

are introducing their own systems to

stay aligned with the EU and protect

their market share. Some have seen it

as an opportunity to gain investment

and market themselves as low-carbon

centres.

But it’s not universally liked

and is considered both costly and

bureaucratic. India and China think it

green protectionism.

CBAM is aimed mainly at heavy

industry. Regardless, importers are

likely to pass on some of the CBAM

cost so prices will rise.

Clearly any UK exporter wanting to

do business now has a new level of

bureaucracy to cope with.

PURSUE EU TO

MITIGATE CHINA RISKS

THE chairman of the Business and Trade

Committee, Labour MP Liam Byrne, has

urged the Government to “draw far,

far closer” to the EU and other “allied”

trade partners, amid the heightened risk

posed by China to the UK’s economic

security.

Byrne reckons that the UK should

pursue an “economic security union”

with the EU, centred on anti-coercion

cooperation and dynamic alignment, as

well as greater collaboration with South-

East Asian trade partners, to secure

critical supply chains.

He also warned that global trade

has entered an age of “weaponised

interdependency”, adding that the UK

must take a more “selective” approach

towards engagement with the world’s

second-largest economy.


A New Year’s honour for UKEF

RICH Clothier, managing director of

Wyke Farms, received an MBE – in the

King’s New Year Honours List for services

to sustainable agriculture and food

production.

Rich was nominated by UK Export

Finance (UKEF) in recognition of his

“outstanding contribution to sustainable

farming and his success in taking British

food products to global markets.”

UKEF says that it has worked with Wyke

Farms in supporting its international

growth, helping it reach customers in

more than 160 countries.

Reportedly the UK’s largest independent

cheese producer, Wyke Farms

“demonstrates how British businesses can

compete on the world stage whilst leading

the way in environmental innovation.

The company’s operations are powered

by 100% renewable energy, setting

new standards for sustainable food

production.”

As a third-generation cheesemaker, Rich

continues a tradition of producing cheddar

locally that started in 1861. Wyke Farms

employs 360 people in Somerset and

exports around the world.

Yorkshire family brewery exports

UK–EU trade deal fails to boost

ACCORDING to new research from the

British Chambers of Commerce (BCC),

more than half of British businesses are

struggling to expand their sales in Europe,

with trade frictions worsening despite the

UK-EU trade deal.

A survey by the BCC found that 54%

of exporters believe the Trade and Cooperation

Agreement has failed to help

them increase sales in the UK’s largest

overseas market, a rise of 13 percentage

points compared with 2024.

Only 16% of businesses surveyed

said the EU deal had helped them grow

sales, while almost none felt government

support in navigating post-Brexit trade

rules had been comprehensive. The BCC

polled 989 firms, of which 96% were small

and medium-sized enterprises.

DRIFFIELD-based Wold Top Brewery

produces a range of beers using local

ingredients. It is now increasing its export

portfolio to Europe and North America

after backing from UK Export Finance

(UKEF).

The business began in 2003, when

farmers Tom and Gill Mellor were looking

at different ways to sustain their family

farm. Using the barley and malt grown

on their land, alongside their on-site

water supply, they felt brewing to be the

solution.

The brewery has sent beer to Italy

and orders followed from Sweden,

Switzerland, Germany, and Canada, but

needed additional cashflow to smooth

out the interval between shipment,

delivery and payment – something that

UKEF and Virgin Money helped with

via the General Export Facility which

provides guarantees to help exporters

access a range of trade finance facilities.

Virgin Money provided a trade loan up to

£200,000.

Wold Top has been able to fulfil new

orders to Europe and North America. It

will soon start exporting to Spain.

Businesses cited ongoing customs

bureaucracy, VAT complexity and

restrictions on staff mobility as key

obstacles to selling into the EU. Problems

around sanitary and phytosanitary checks,

affecting food, drink and agricultural

exporters, were also flagged as a major

source of friction.

The BCC has urged the Government

“to prioritise practical reforms in 2026,

including closer co-operation with the EU

on VAT, simplified customs procedures

and a deeper SPS agreement to reduce

paperwork and delays at borders.”

It also warned about delays – to 2029

– in scrapping the de minimis import

exemption, which allows overseas sellers

to ship low-value goods into the UK

without paying duties.

CREDIT MANAGEMENT

2025 SAW HIGHEST EVER

BRITISH DEFENCE EXPORTS

THE Government says that 2025 was

the best year for UK defence exports

since records began more than 40 years

ago after it “secured over £20bn worth

of defence deals in a single year, backing

thousands of skilled British jobs and

companies across the UK.”

Deals the Government detailed

include “the UK’s biggest ever warship

deal… the largest fighter jet exports

agreement in a generation…”.

The warship deal, in particular, was

worth £10bn, and saw Norway buying at

least five Type 26 frigates which “should

support 4,000 jobs across the UK in

more than 430 businesses of all sizes.”

And for the aircraft, that involved selling

20 Typhoons to Türkiye at a cost of £8bn

as well as 12 C-130 aircraft.

NEW TRADE DEAL

WITH SOUTH KOREA

THE UK has signed a new trade deal with

South Korea, the 12th largest economy

in the world, which “is expected to grow

UK services exports by £400m including

improved access to South Korea’s

expanding financial market.”

UK exports of automotive,

pharmaceutical and food and drink

goods – worth around £2bn of UK

exports “were weeks away from facing

costly tariff hikes but will now benefit

from the deal thanks to permanent

preferential access to one of Asia’s most

advanced economies.”

The Government says that “iconic

goods… such as Guinness canned in

Runcorn, Bentleys manufactured in

Crewe, and salmon from Scotland will

remain competitive in South Korea’s

fast-growing import market, which is

expected to grow by 26% by 2035.”

The deal puts e-contracts and other

digital technologies on a legal footing.

MADE IN BRITAIN’S

EXPORT SUPPORT IN 2026

MADE in Britain aims to supports its

members in selling more of what they

make overseas, as well as in the UK. The

body has recently updated its website to

detail the support it can offer (exporting)

firms in 2026.

It highlights a quarterly international

trade newsletter with export news,

events, and updates, and numerous

online sessions that cover key markets

– upcoming are Eastern Europe and

Central Asia, the Middle East, Asia

Pacific – and help with navigating

logistics and couriers.

Past sessions are available to watch

online at /tinyurl.com/mrp2hk49


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THE CICM

BRITISH CREDIT

AWARDS 2026

SUPPLEMENT SPECIAL


continues on next page >

Recognising

the best in credit

management

What an inspiring evening celebrating the very best in credit

management.

As the professional body for our industry, we set and uphold the

standards that define it. And as the organisers of the foremost event

in the credit calendar, supported by a panel of highly experienced and

respected judges drawn from across the credit and wider business

community, we are proud to recognise those who exemplify those

standards.

The British Credit Awards shine a light on those who set the

benchmark for the individuals and teams whose expertise and

commitment strengthen businesses and uphold the highest standards.

And here they are, in all their glory – the winners of the British Credit

Awards 2026 and the very best our industry has to offer.

Congratulations to all our finalists and to this year’s outstanding

winners.

Sue Chapple FCICM, CEO of the CICM.

BRITISH CREDIT

AWARDS 2026



BRITISH CREDIT

AWARDS 2026

Sponsor:

Best Use of

Technology Award

Judges’ comment: This entry stood out to our

judges for its strong sector focus and effective

use of technology to reduce manual work,

improve morale and deliver clear customer

benefits. Congratulations on this achievement!

Presenter: Gary Phillips, Head of Credit Management & Claims, Taurus Collections

Collector of award: Michael Whitaker, Wilson & Roe High Court Enforcement (on behalf )

Congratulations

Taurus Collections (UK) Ltd

Sponsor:

Debt Collection

Team of the Year

Judges’ comment: The 2026 judging panel

were impressed by this data-driven submission,

combining innovative technology, strong

results and a people-first culture that supports

positive customer outcomes. Well done on

this success!

Presenter: Darren Connor, Group COO, DCB Legal

Collector of award: The Bill Gosling Outsourcing Team

Congratulations

Bill Gosling Outsourcing


BRITISH CREDIT

AWARDS 2026

Enforcement Team

of the Year Award

Judges’ comment: Judges recognised a

thoughtful, analytics-led approach that used

scorecards to improve enforcement, prioritise

vulnerable customers and deliver fair,

measurable results. Congratulations on

this accomplishment!

Presenter: Paula Swain FCICM, Executive Board Trustee

Collector of award: Tom Hope FCICM(Grad) and Debbie Nolan FCICM

Highly commended: Marston Recovery

Congratulations

JUST

Sponsor:

Global Credit

Operations

Judges’ comment: This global submission

caught the attention of the panel, showcasing

operational excellence, smart digital solutions

and a collaborative culture driving consistent

improvements across regions. Well done for

setting such a high standard!

Presenter: Lisa Garofalo-Moss, Global Business Leader, Baker Ing Global

Collector of award: The Sage Team

Congratulations

Sage



BRITISH CREDIT

AWARDS 2026

Innovation of

the Year

Judges’ comment: The judges highlighted

this practical, people-centred innovation for

streamlining processes, reducing errors and

saving time while keeping teams engaged and

delivering measurable results. Congratulations

on this impactful work!

Presenter: Pete Gent FCICM, Executive Board Trustee

Collector of award: Claudia Crossland and Rabia Pervez

Congratulations

Steris

Sponsor:

Risk Management

Team of the Year Award

Presenter: Tina Daulton FCICM, Head of Shared Services Biffa Waste Management Ltd

Collector of award: The Company Watch Team

Judges’ comment: The panel was impressed

by the enhancement of the Vigilance tool,

which tackles fraud, uncovers hidden risks

and delivers meaningful client impact through

practical innovation. Well done on this

achievement!

Congratulations

Company Watch


BRITISH CREDIT

AWARDS 2026

Sponsor:

Law Firm of

the Year

Judges’ comment: This firm was recognised

as a high-performing organisation with

a strong client focus, positive culture

and impressive results, supported by

effective technology and ESG initiatives.

Congratulations on this fantastic contribution!

Presenter: George Miles, Director, Paladin

Collector of award: The BW Legal Services Ltd Team

Congratulations

BW Legal Services Ltd

Sponsor:

Rising Star Award

Judges’ comment: Judges identified this

individual as a rising star in credit, making

a clear impact in a short time and

demonstrating strong professional growth

and future potential. Well done on this

promising career journey!

Presenter: Eddie Harrison, Managing Director, DCB Legal

Collector of award: Jules Eames FCICM(Grad), CICM (on behalf )

Congratulations

Aishwarya Bhonsale - Apex Litigation

Finance

Brave | Curious | Resilient / www.cicm.com / March 2026 / PAGE 37 continues on next page >

POWER YOUR

CAREER IN

CREDIT AND

COLLECTIONS

Advance your career with

the professional standard

in Credit Management.

CICM Qualifications

CICM Qualifications are globally recognised,

Ofqual regulated and designed for professionals who want to stand out,

progress, and make a real impact.

Whether you’re starting out or stepping up, choose

from flexible study options to fit around work and life.

Our qualifications include:

Levels 2, 3 & 5 – Credit and Collections

Level 3 – Money and Debt Advice

Level 4 – Enforcement

Elevate your career with the benchmark in Credit Management.

BRITISH CREDIT

AWARDS 2026

Sponsor:

Supporting the

Community Award

Judges’ comment: The panel praised this

entry for its clear social impact and strong

commitment to the community from both

the credit team and the wider organisation.

Congratulations on making such a difference!

Presenter: Gary Brown MCICM – Founder, Debt Register

Collector of award: The Sage Team

Highly commended: Spencer West LLP

Congratulations

Sage

Sir Roger Cork

Prize

Judges’ comment: This award is for the

student who achieves the highest aggregate

examination pass-marks within the calendar

year, taking account of all exam papers

completed in the January, March, June and

October examination series in which at

least a pass grade was achieved.

Presenter: Tracey Turville, Awarding Body Officer, CICM

Collector of award: Abigail Bates

Congratulations

Abigail Bates



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BRITISH CREDIT

AWARDS 2026

Sponsor:

Team Player of the

Year Award

Judges’ comment: This submission

showcased leadership in action, highlighting

a manager who delivers results, supports their

team and empowers colleagues to succeed.

Well done on your inspiring leadership!

Presenter: Yvette Gray MCICM, Executive Business Manager, Atradius

Collector of award: Amy Da Costa, Dannielle Robert & Louise Menzies

Highly commended: Gillian Davidson – Sage

Congratulations

Stacey Brown – Skyscanner Ltd

Sponsor:

Technology

Development

Award

Judges’ comment: Judges noted the effective

use of AI in credit risk assessment, delivering

improved efficiency, consistency and clear

benefits for clients through early adoption.

Congratulations on this innovative work!

Presenter: Joshua Mayhew FCICM, Managing Director, Global Credit Recoveries


Congratulations

Company Watch

Brave | Curious | Resilient / www.cicm.com / March 2026 / PAGE 41 continues on next page >

BRITISH CREDIT

AWARDS 2026

Shared Services

Team Provider of

the Year

Judges’ comment: Strong collaboration

was evident, with the credit team and

wider business working together to deliver

financial improvements, stronger cashflow

and positive stakeholder outcomes.

Well done on this achievement!

Presenter: Neil Jinks FCICM, Chair, Executive Board of Trustees

Collector of award: The Saint-Gobain Ltd Team

Congratulations

Saint-Gobain Ltd

Lender of the Year

Presenter: Glen Bullivant FCICM, Executive Board Trustee

Collector of award: The Novuna Business Cash Flow Team

Judges’ comment: xThe judges commended

this responsible, customer-focused lending

approach, balancing growth, adaptability and

strategic insight while achieving high levels

of client satisfaction. Congratulations on your

excellent performance!

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Judges’ comment: This standout entry

demonstrated a proactive, tech-enabled and

people-first approach to supporting vulnerable

customers, backed by strong metrics, training

and culture. Well done on this exceptional work!

Presenter: Larry Coltman FCICM, Executive Board Trustee

Collector of award: The DCB Legal Team

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Year Award

Judges’ comment: Innovation was clear

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BRITISH CREDIT

AWARDS 2026

Credit Team of the

Year Award

Judges’ comment: Exceptional operational

performance was evident, with recordbreaking

results, a strong team culture and

effective collaboration across credit, sales

and operations. Well done on this remarkable

accomplishment!

Presenter: Chris Sanders FCICM, Founding Partner, O2C Laboratory

Collector of award: Ayman Trabelsi, CICM (on behalf )

Congratulations

Marlowe Fire and Security

Sponsor:

Credit Professional

of the Year Award

Presenter: Natascha Whitehead FCICM, Senior Business Director, Hays.

Collector of award: Rosie Payne MCICM – Saint Gobain Ltd

Sponsor:

Judges’ comment: The panel was impressed by

the enhancement of the Vigilance tool, which

tackles fraud, uncovers hidden risks

and delivers meaningful client impact

through practical innovation. Well done on

this achievement!

Congratulations

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Outstanding

Contribution to

the Industry

Judges’ comment: Through mentorship,

thought leadership, and a tireless drive for

excellence, Laurie has inspired countless

colleagues and set the standard for what it

means to lead with integrity and vision in

credit management. His contributions have

strengthened our profession, advanced best

practice, and supported the growth and

development of those around him.

Presenter: Alan Davis, Managing Director, MIL Collections

Collector of award: Laurie Beagle FCICM

BRITISH CREDIT

AWARDS 2026

Congratulations

Laurie Beagle FCICM

Presenter: Stephen Baister FCICM, CICM President

Collector of award: The Biffa Waste Services Team


Collector of award: The Vodafone Three Team

Excellence in Credit

Management

Judges’ comment: The winners of this award

have demonstrated their best in class standing

by meeting challenging criteria, ratified by the

Institutes Executive Board – including; business

results, continuous improvement, membership,

learning and qualifications across their teams as

well as sharing examples and supporting others in

our profession.


Collector of award: The Tarmac Trading Ltd Team

Congratulations

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BRITISH CREDIT

AWARDS 2026

Congratulations

to all nominees and

winners in this year’s

2026 BCA awards

CICM British

Credit Awards 2027

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CREDIT MANAGEMENT

CONSTRUCTION

RED FLAGS

When foresight is better than hindsight.

BY PHILIP KING FCICM

AS we moved into 2026, I spent a

morning chatting to members of the

Member Support and Debt Recovery

teams at Top Service. I wanted to

know what they had seen in 2025, and

what lessons they learned for the year

ahead. Several key themes emerged.

Insolvency issues have always been the subject of many calls

to the Member Support Team but slightly less so in 2025.

Perhaps members have built their knowledge or they’re

getting better at dealing with it. The general impression

was that, while insolvencies remain high, there have been

fewer high-profile instances in construction over the past

year, although Corbyn Construction Ltd and Sheen Lane

Developments Ltd stood out as impacting a number of clients

and involving sizeable amounts. In both cases Top Service

had issued warnings six months before their demise and had

successfully collected £1.3m and £250,000 respectively on

behalf of clients in the intervening period.

Fraud has replaced insolvency as the number one subject of

calls. Long-firm and short-firm frauds are still frequently

seen, and impersonation fraud is increasing exponentially.

This often seems to be perpetrated by the same people or

organisations who repeatedly target suppliers with a view

to getting materials or equipment shipped using a genuine

customer’s details. By the time the fraud is spotted, the

supplies have disappeared and the fraudulent party/ies

cannot be traced.

All too often, members believe that, while they recognise the

risks, they won’t get caught. They start to take preventative

action only after they have been scammed and become a

victim. Where the amounts are sizeable, for a small or micro

business, this can be too late. Members are urged to look far

more closely at the information they obtain. Checking for

cloned websites and minor email inconsistencies can reveal,

and help avoid, the risk.

While the changes being introduced by the Economic Crime

and Corporate Transparency Act (ECCTA) 2023 are to be

welcomed, especially the verification and validation of

directors’ details, there remains a fear that fraudsters will

find ways to circumvent the controls. Their ingenuity is

breathtaking at times.

Debt recovery specialists saw 2025 follow the pattern of

previous years for the can’t pays. The inability to pay often

the result of the domino effect caused by a larger or main

contractor delaying payment, or through difficulty in

finding work or contracts to generate the cashflow needed to

pay suppliers promptly or at all. The complexity of contracts

signed without having been properly reviewed continued to

be a problem. Sub-contractors only find out too late that noncompliance

with a particular clause is preventing payment.

The relevant clause might be considered unreasonable or even

immoral but that makes it no less effective. Sadly, and all too

often, the excitement offered by landing a big new order or

contract outweighs the need to be vigilant beforehand.

By far the biggest change in 2025 was the rising eminence

of a new weapon for the won’t pays – the increasing use of

Artificial Intelligence tools such as ChatGPT allows debtors

to identify alleged reasons not to pay even if those reasons

are inappropriate, inapplicable or factually wrong. The use

of such tactics, even when the grounds cited are without

substance, causes delays while investigations have to be

conducted and responses prepared, often leading to a repeated

cycle of the process. This is where the Debt Recovery team

comes into its own. They know the law, they know the Codes

being quoted or misquoted and can have real conversations

that cut through the noise being generated, and get back to

the crucial issue of getting payment for unpaid invoices.

Interestingly, both teams had the same biggest wish for 2026.

They wanted Top Service members to make more use of the

payment experience and other shared information available

to them. Better informed credit decisions would mean

fewer regrets about supplying too much credit to the wrong

customers, and fewer invoices being unpaid.

Foresight is so much more effective than hindsight!

Author: Philip King FCICM is a non-executive director

at Top Service Ltd.


CAREERS

ASSISTED

INTELLIGENCE

Teaching tech to think with you rather than think for you.

BY NATASCHA WHITEHEAD, FCICM

Assisted Intelligence is collaborative. It learns from

your inputs, adapts to your processes, and helps you

work smarter – with you, not instead of you.


CREDIT MANAGEMENT

FOR credit professionals, technology

should never replace judgment – it

should enhance it. That’s the essence

of Assisted Intelligence: tools that

work alongside you, amplifying your

expertise rather than overshadowing

it. Although the term ‘Artificial

Intelligence’ often evokes images of independent systems

working on their own, making decisions without

human input, Assisted Intelligence is collaborative. It

learns from your inputs, adapts to your processes, and

helps you work smarter – with you, not instead of you.

Not outsourcing thinking

The conversation around AI in the workplace has

been dominated by fears of job displacement. But the

reality is more nuanced. Our latest Salary Guide data

shows that while half of credit professionals are “quite

concerned” about AI’s impact on future employment,

nearly 90% have no plans to change profession because

of it. This suggests that most expect to adapt rather than

exit and Assisted Intelligence is the reason why.

Instead of outsourcing thinking to machines,

professionals are beginning to teach technology how

to reflect their judgment. This means explaining the

rationale behind decisions, refining prompts to ensure

outputs align with tone and compliance, and codifying

sector-specific knowledge into reusable guidelines. The

result is a dependable assistant rather than a generic

chatbot - a tool that understands the nuances of credit

management.

Where we stand today

Adoption, however, is uneven. Just 14% of respondents

use AI regularly in their roles, even though 44% say their

organisation does. The gap lies in enablement: 57% report

having no training or support to use AI effectively, and

44% say they’ve received none from their employer.

Some workplaces even prohibit AI altogether, with 7%

enforcing a ban. Yet appetite for learning is strong, 63%

would attend AI workshops, and nearly a quarter want

more insights on technology innovation. Leadership

priorities echo this trend; half of respondents believe

the Chief AI Officer will be the most influential new

C-suite role in the next two to three years, and building

AI capability ranks as a top development priority for

the next 12 months.

What are the benefits?

So, what’s driving this interest? The benefits are clear.

Half of professionals say AI enhances communication

and clarity – think sharper debtor correspondence and

clearer stakeholder updates. A third cite creativity and

idea generation, higher-quality work, and mitigation of

human error. Productivity gains matter too, but they

rank lower at 17%, suggesting that quality and clarity

are the real value drivers. This is Assisted Intelligence in

action: elevating human work rather than replacing it.

Avoiding innovation burnout

Innovation fatigue is real. When new tools arrive faster

than teams can absorb, change becomes overwhelming

– especially without structured support. Burnout

doesn’t stem from technology itself; it comes from

unmanaged change. The key is pacing adoption and

prioritising practical wins. Start with high-impact, lowcomplexity

use cases that deliver visible benefits, then

build momentum gradually. Provide clear guardrails

through simple playbooks outlining approved tools

and acceptable use to reduce uncertainty. Make

learning continuous rather than episodic, using microworkshops,

peer-led sessions, and shared prompt

libraries to embed confidence without disrupting

workflows. Finally, measure progress and celebrate

small successes to keep energy and engagement high.

Leadership

Leadership plays a critical role in this shift. Setting a

vision for Assisted Intelligence – one that emphasises

accuracy, transparency, and customer experience - helps

teams see AI as an enabler, not a threat. Funding the

basics, from tool access to training, is essential. Given

that training remains scarce for many professionals,

enablement represents the biggest untapped return

of investment. Recognising new skills such as prompt

engineering and AI quality assurance in performance

frameworks will further embed capability.

The takeaway

Assisted Intelligence is not about surrendering

your seat; it’s about upgrading your co-pilot. Credit

professionals already see the gains in clarity, quality,

and error reduction, even as training gaps and policy

hesitations slow wider adoption. The workforce isn’t

fleeing the field; it’s preparing to perform at a higher

level with smarter tools. Teach the tech your standards,

your sector, your voice. Let it handle the heavy lifting –

drafts, summaries, pattern-spotting – so you can focus

on judgment, relationships, and outcomes. That’s not

the end of the profession. It’s the next level of it.

Author: Natascha Whitehead, FCICM is Senior Business

Director, Credit Management at Hays.


ENFORCEMENT

SUPPORTING

THE NEXT

GENERATION

The role that student members play

in securing the profession’s future.

BY ALAN J. SMITH

ATTRACTING, developing and

retaining the next generation

of High Court Enforcement

Officers is critical to the longterm

strength, credibility and

sustainability of the profession.

Our student members are a

clear priority for the Association. They represent the

future of High Court enforcement and are central to

our ambition to grow the Association, broaden its

diversity and promote High Court enforcement as a

respected and rewarding long-term career.

Supporting student members is not just about

helping them to qualify; it is about preparing the next

generation of leaders within High Court enforcement.

Today’s students will become tomorrow’s authorised

officers, mentors and ambassadors for the profession.

Investing in their development now ensures that

High Court enforcement continues to evolve with

confidence, integrity and public trust.

Unlike traditional student cohorts, our student

members are not undergraduates. They are usually

experienced professionals already working within

the wider legal, enforcement or compliance sectors

who have chosen to develop their careers in High

Court enforcement. This brings a wide range of

skills, backgrounds and perspectives into the

profession, strengthening both the Association and the

sector.

The modern education pathway also helps to

remove some of the traditional barriers to entry into

High Court enforcement. Regulated, independent

qualifications, clear progression routes and affordable

student membership help make the profession more

accessible to people who may previously have viewed it

as closed off to them. This is crucial if we are to attract

talent from a broader range of professional, cultural

and socio-economic backgrounds and continue to

strengthen diversity.

To better support this group, we are looking closely

at the full student journey, from initial interest and

entry requirements through to qualification and

progression to full membership. We are identifying

where additional guidance, clearer communication or

practical support would be helpful, while continuing

to uphold the high standards that define the role of a

High Court Enforcement Officer.

A career in High Court enforcement offers far more

than technical enforcement knowledge. Throughout

their training, student members develop highly

transferable skills including legal analysis, decisionmaking

under pressure, communication, conflict

management and professional judgement. These

skills support long-term career resilience and enable

individuals to progress into authorised officer

roles, management positions within firms, or wider

opportunities across the legal and compliance sectors.

Once a student is qualified, they will progress to

Associate membership of the HCEOA. This is a

significant professional milestone, recognising them

as qualified experts who can support High Court

Enforcement Officers in the execution of writs and

who are well-placed to continue developing their

careers within the profession.

Qualifications are delivered, assessed and certified

by our education partner, the Chartered Institute

of Credit Management (CICM), ensuring external

oversight, consistency and credibility. Student

membership is accessible at £50 per year, reinforcing

our commitment to encouraging entry into the

profession and supporting those who wish to progress.


CREDIT MANAGEMENT

The future of High

Court enforcement

depends on our ability

to attract, support

and retain capable

individuals who are

committed to high

standards and ethical

practice. Student

members are central

to that future.

High standards of conduct sit at the heart of modern

enforcement. The training and assessment framework

for student members is designed to align with the

principles promoted by the Enforcement Conduct

Board (ECB), ensuring that ethical behaviour,

professionalism and accountability are embedded early

in an officer’s career.

Beyond formal qualifications we are also exploring how

mentoring, structured guidance and more targeted

communication can better meet the needs of student

members at each stage of their journey. Stronger links

between experienced officers and those entering the

profession are helping to share practical knowledge,

reinforce professional standards and improve retention

and successful qualification outcomes.

The future of High Court enforcement depends on our

ability to attract, support and retain capable individuals

who are committed to high standards and ethical

practice. Student members are central to that future.

By continuing to invest in education, independent

accreditation and professional support, the Association

is laying the foundations for a profession that is

modern, diverse and resilient, and one that remains

trusted to serve the courts, businesses and the public

for generations to come.

Author: Alan J. Smith is Chair of the High Court Enforcement

Officers Association.


HR MATTERS

WHEN PROCESS

GOES WRONG

Recent EAT rulings highlight how failures in grievance handling

and contractual clarity can significantly affect tribunal outcomes.

BY GARETH EDWARDS

THE case of A and B v C Ltd and

Ors considers the importance of

adhering to the ACAS Code when

handling grievances. The case

arose from a workplace dispute in

which the claimant raised serious

allegations of harassment and

victimisation, supported by a colleague. Both resigned

after being suspended on allegations which the Tribunal

later found to be unfounded. At the liability stage, a

range of discrimination and constructive dismissal

claims succeeded.

The case then moved to a remedy hearing. The Tribunal

awarded compensation for injury to feelings and limited

financial losses, but made no ACAS Code uplift, rejected

both personal injury claims and concluded that neither

claimant had mitigated their losses. It also mistakenly

treated a quarterly bonus as an annual payment. Both

claimants appealed.

The Employment Appeals Tribunal (EAT) considered

whether the Tribunal had correctly applied the legal

tests when assessing compensation.

The EAT, however, found several errors. First, the

Tribunal was wrong to conclude that the respondent had

shown a “broad degree of compliance” with the ACAS

Code. Earlier findings showed that key grievances were

not investigated, meetings were missed and suspensions

were based on “seven trumped up” allegations. The

Tribunal should have taken these findings into account

when deciding whether an uplift was justified. The

EAT also held that the Tribunal had applied the

wrong approach to the medical evidence. In one

claimant’s case, it asked whether the illness was “solely

or mainly” caused by discrimination, when it should

have considered whether the discrimination materially

contributed to her deterioration, or exacerbated an

underlying condition. Even without expert evidence,

the Tribunal was required to reach a view on causation

using the materials available.

There were further problems with the assessment of loss

of earnings, including inconsistencies in the reasoning

about when each claimant became fit for work. The

Tribunal was told to reassess those periods and correct

the miscalculation of the bonus; the case was remitted

to a fresh Tribunal.

The case is a reminder of the importance of adhering to

the ACAS Code when handling grievances, particularly

those involving discrimination or harassment. Delays,

gaps in investigation or unclear decision-making can

significantly affect compensation.

Delay in resigning

not affirmation

A recent judgment highlights the need to handle

contractual disputes carefully.

In Dr Barry v Upper Thames Medical Group & Ors,

the claimant – a GP with long NHS service – began

working for the respondent GP partnership in 2018.

She later experienced significant periods of absence due

to ill health. Although disagreements arose about her

attendance and capability management, the Tribunal

found no breach of contract in the employer’s approach

to those earlier issues.

The case is a reminder of the importance of

adhering to the ACAS Code when handling

grievances, particularly those involving

discrimination or harassment.


CREDIT MANAGEMENT

The dispute centred on the withdrawal of contractual

sick pay from 28 August 2020. The claimant’s trade

union representative raised the issue promptly, and

the parties exchanged correspondence over several

months while the claimant remained off work. By late

December 2020 she was fit to return, but she chose not

to do so until the sick pay issue had been resolved.

On 16 February 2021, the practice manager indicated

that payroll had calculated her sick pay entitlement

at over £9,000. However, on 26 March 2021, the senior

partner confirmed that no payment would be made.

The claimant resigned on 6 April 2021 and brought

a constructive unfair dismissal claim. The Tribunal

accepted that the withdrawal of sick pay was a

repudiatory breach but held that she had affirmed the

contract by delaying her resignation.

The EAT held that the Tribunal had erred in law and

substituted a finding of unfair dismissal. Judge Tayler

stressed that affirmation depends on what the employee

communicates by words or conduct, not simply on

the passage of time. Delay alone does not amount

to affirmation, particularly where the employee is

continuing to press for a remedy, is absent due to ill

health, or is not performing any work.

The Tribunal had overlooked several significant factors

pointing away from affirmation, including the ongoing

dispute, the employer’s statement in February 2021

that sick pay might be owed, and its own finding that

the claimant was not prepared to return to work until

the issue was resolved. The involvement of a union

representative was also not evidence of affirmation.

Taken together, the only permissible conclusion was

that the claimant had not affirmed the contract.

This judgment highlights the need to handle

contractual disputes, particularly around sick pay, with

clarity and care. Employers should not assume that an

employee has affirmed a breach simply because they

take time to resign, especially where they are unwell

or engaged in active discussions about resolving the

issue. Communications during negotiations must be

precise, as mixed messages can significantly affect the

legal analysis. Employers should also recognise that

employees may legitimately reserve their position while

seeking a remedy, and that this will not necessarily

undermine a later constructive dismissal claim.

Author: Gareth Edwards is a partner and Head

of Employment & Litigation at VWV.


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CICM ADVISORY COUNCIL

NOMINATIONS ARE OPEN!

DO YOU FIT THE BILL?

• Can you support CICM to capitalise on opportunities for growth and

development across the industry?

• Are you a true ambassador for your Professional Body and want to give

something back to the Institute and its members?

• Do you collaborate and share your knowledge, insight and experience to

help further the credit profession?

If so, there are up to 23 Advisory Council positions now open for nomination

representing our 11 regions and the trade, consumer, international and credit

services sectors, and you could be who we are looking for!

Nominations close 13 April 2026

Please visit www.mi-nomination.com/cicm to step up and stand for

Nomination or email elections@cicm.com to find out more

BRAVE CURIOUS RESILIENT

Here when life happens –

CICM Financial

Support Fund

Helping our members through financial hardship

or distress – apply today, we are here to help.

Mark, a member recovering from surgery,

used the fund to help cover rent while he was

unable to work we were there to help.

SCAN FOR

FURTHER

DETAILS...

Visit the Member Support page of the

CICM website, or email governance@cicm.com

for more information.


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EXCLUSIVE PAYMENT TRENDS

IN THE RED

Latest late payment statistics show cause for concern.

BY ROB HOWARD

AFTER a pretty solid start

to 2026 in the world of late

payments, the latest figures

paint a very different picture.

It’s one-way traffic across

the UK and Ireland, but not

in a positive sense, with late

payments on the rise right across the board and barely

any signs of progress. The average Days Beyond Terms

(DBT) across UK regions and regions increased by 6.5

and 5.3 days respectively. Average DBT rose by 7.1 days

across Irish counties and by 5.1 days across Irish sectors.

Across the four provinces of Ireland, average DBT

increased by 6.8 days.

Sector Spotlight

Perhaps my memory escapes me, but for the first time

I can remember in 6-7 years of writing the Payment

Trends series, all 22 UK sectors (100%) saw increases to

their DBT. Not a single sector made an improvement or

at least, saw no change. The Financial and Insurance and

Business Admin and Support sectors took the biggest

hit, with an increase of 7.8 days to their DBT, taking

their overall tally to 14.1 and 12.2 days respectively. They

are followed closely by the Manufacturing (+7.5 days),

Construction (+7.4 days) and International Bodies

(+7.3 days) sectors who all slide down the standings.

However, the Water and Waste sector remains the

worst performing UK sector overall, with a further rise

of 5.6 days taking its overall DBT to 15.9 days.

This bleak outlook continues into Ireland, although

there is at least has one sector that is moving in the right

direction – the Financial and Insurance sector, which

cut its DBT by 8.0 days to take its overall tally to 3.5

days, making it Ireland’s second-best performing sector.

The Energy Supply and International Bodies sector saw

no change, with the latter still reigning supreme at the

top of the standings with an overall DBT of zero days.

For the remaining 17 sectors, the picture isn’t pretty.

The Agriculture, Forestry and Fishing (+9.9 days),

Education (+9.6 days), Business Admin and Support

(+9.2 days), Real Estate (+9.0 days) and Construction

(+8.8 days) all saw significant increases to their DBT.

In truth, all of the remaining increases were not

insignificant, in fact the only sector that a saw a jump

of less than +4 days was the Professional and Scientific

(+0.3 days) sector, but despite this it remains Ireland’s

worst performing sector with an overall DBT of 18.9

days.

Regional Spotlight

Unfortunately, the UK regional figures mirror the sector

standings, with all 11 regions seeing rises to DBT. A

sharp increase of 9.6 days means that Northern Ireland

moves from the second-best performing region (5.7

days) to the second-worst performing region (15.3 days).

East Anglia now holds the title of worst performing UK

region, with a jump of 7.9 days taking its overall figure

to 16.5 days. Elsewhere, London (+7.4 days), Wales (+7.1

days), Scotland (+7.1 days) and the South East (+7.0 days)

all saw sizeable rises to DBT.

The bad news continues in Ireland – although

Roscommon (-4.0 days) prevents another clean sweep

of increases, but despite this improvement it remains

the worst performing Irish county by some way with an

overall DBT of 22.4 days. The remaining 25 counties all

saw rises to DBT, and a number of these were significant.

Limerick saw the biggest jump, a sharp hike of 14.9 days

taking its overall DBT to 16.3 days. Its closely followed

by Monaghan, with an increase of 13.1 days taking its

overall tally to 17.9 days. Elsewhere, Leitrim (+12.0 days),

Cavan (+11.8 days), Meath (+10.8 days), Carlow (+10.6

days), Kilkenny (+10.4 days) and Dublin (+10.0) all saw

double digit increases to DBT.

To compound the doom and gloom, all four provinces

of Ireland are also moving in the wrong direction.

Ulster saw the biggest rise (+12.0 days) taking its tally to

14.2 days, followed by Munster (+7.6 days), Leinster (+7.1

days) and a small jump (+0.5 days) for Connacht.


*

STATISTICS

Data supplied by the Creditsafe Group

Top Five Prompter Payers

Region (UK) Jan 26 Changes from Dec 25

South West 11.4 4.5

East Midlands 11.9 4.2

Scotland 12.7 7.1

North West 13.0 3.9

London 13.1 7.4

Bottom Five Poorest Payers

Region (UK) Jan 26 Changes from Dec 25

East Anglia 16.5 7.9

Northern Ireland 15.3 9.6

Wales 14.8 7.1

South East 13.6 7

West Midlands 13.6 5.8

Top Five Prompter Payers

Sector (UK) Jan 26 Changes from Dec 25

Entertainment 6.5 3.2

Education 7.3 3.6

Hospitality 7.5 2.4

Agriculture, Forestry and Fishing 7.6 3.1

Mining and Quarrying 8.1 2.2

Bottom Five Poorest Payers

Sector (UK) Jan 26 Changes from Dec 25

Water & Waste 15.9 5.6

Manufacturing 14.7 7.5

Construction 14.2 7.4

Financial and Insurance 14.1 7.8

Real Estate 14.0 6.0

Getting worse

Financial and Insurance 7.8

Business Admin & Support 7.8

Manufacturing 7.5

Construction 7.4

International Bodies 7.3

Public Administration 6.8

Wholesale and retail trade; repair of

motor vehicles and motorcycles 6.2

Real Estate 6

Other Service 6

Transportation and Storage 5.9

Energy Supply 5.8

Water & Waste 5.6

Business from Home 4.9

Professional and Scientific 4.7

Dormant 4.1

IT and Comms 4

Education 3.6

Health & Social 3.2

Entertainment 3.2

Agriculture, Forestry and Fishing 3.1

Hospitality 2.4

Mining and Quarrying 2.2

SCOTLAND

7.1 DBT

NORTHERN

IRELAND

9.6 DBT

SOUTH

WEST

4.5 DBT

WALES

7.1 DBT

NORTH

WEST

3.9 DBT

WEST

MIDLANDS

5.8 DBT

YORKSHIRE &

HUMBERSIDE

6.5 DBT

EAST

MIDLANDS

4.2 DBT

LONDON

7.4 DBT

SOUTH

EAST

7.0 DBT

EAST

ANGLIA

7.9 DBT

Region

Getting Worse

9.6

7.9

7.4

7.1

7.1

7.0

6.5

5.8

4.5

4.2

3.9

Northern Ireland

East Anglia

London

Wales

Scotland

South East

Yorkshire and Humberside

West Midlands

South West

East Midlands

North West


EXCLUSIVE PAYMENT TRENDS

CONNAUGHT

0.5 DBT

SLIGO

1.2 DBT

MONAGHAN

13.1 DBT

ULSTER

12 DBT

CAVAN

11.8 DBT

Getting worse

Agriculture, Forestry and Fishing 9.9

Education 9.6

Business Admin & Support 9.2

LIMERICK

14.9 DBT

LEINSTER

7.1 DBT

LOUTH

4.1 DBT

Real Estate 9.0

Construction 8.8

Hospitality 8.2

MUNSTER

7.6 DBT

TIPPERARY

2.2 DBT

WATERFORD

6.4 DBT

WEXFORD

3.7 DBT

Health & Social 7.7

Transportation and Storage 6.3

Manufacturing 6.0


motor vehicles and motorcycles 5.7

Top Five Prompter Payers – Ireland

Region Jan 26 Changes from Dec 25

Tipperary 2.6 2.2

Sligo 3.0 1.2

Offaly 5.5 2.3

Wexford 6.3 3.7

Waterford 6.4 6.4

Bottom Five Poorest Payers – Ireland


Roscommon 22.4 -4

Monaghan 17.9 13.1

Limerick 16.3 14.9

Louth 14.5 4.1

Cavan 13.9 11.8

Mining and Quarrying 5.3

Other Service 5.2

Water & Waste 5.1

IT and Comms 4.5

Public Administration 4.5

Entertainment 4.3

Professional and Scientific 0.3

Top Four Prompter Payers – Irish Provinces


Leinster 10.4 7.1

Munster 11.3 7.6

Ulster 14.4 12

Connacht 14.8 0.5

Getting better

Financial and Insurance -8

Top Five Prompter Payers – Ireland

Sector Jan 26 Changes from Dec 25

International Bodies 0.0 0.0

Financial and Insurance 3.5 -8

Public Administration 5.1 4.5

Mining and Quarrying 5.3 5.3

Entertainment 5.4 4.3

Bottom Five Poorest Payers – Ireland

Nothing changed

Energy Supply 0

International Bodies 0

Sector Jan 26 Changes from Dec 25

Professional and Scientific 18.9 0.3

Business Admin & Support 16.8 9.2

Construction 11.7 8.8

Agriculture, Forestry and Fishing 11.6 9.9


motor vehicles and motorcycles 10.7 5.7


Looking for

your next

career move?

Credit Controller

South Manchester, £30k

Credit Controller required due to expansion for a successful

and highly reputable South Manchester based company.

Reporting to the Credit Manager, you will work as a team of

three credit controllers and be tasked with managing your

own B2B ledger, building a rapport, chasing overdue monies

by telephone and email, allocating payments, credit checks,

credit insurance and be responsible for liaising with both

internal and external parties. Proficiency in SAP & Excel

required. Hybrid working pattern - Monday to Friday 9.00am-

5.30pm. Excellent company benefits including onsite parking.

Ref: 470478HS

Contact Joanna Taylor-Coburn on 0161 926 8605

or email joanna.taylor-coburn@hays.com

Credit Controller

Bury St Edmunds, £30,500 + bonus

Working in a credit control team of five, you will take

responsibility for a ledger of approx. 600–700 key customers.

You will maintain a strong business relationship with these

customers by setting credit limits, ensuring sales invoices

are being raised correctly, resolving queries, and ensuring

that due payments are collected in line with agreed terms.

Excellent working environment including hybrid working,

two days in the office and three from home.

Ref: 4767933

Contact Andy Jarman on 01603 760141

or email andy.jarman@hays.com

Junior Credit Controller

City of London, £28k - £32k

A leading London based property firm is seeking a motivated

and detail-focused Junior Credit Controller to join the finance

team. This role will offer a driven and motivated candidate

the opportunity to support the credit control function, by

maintaining strong client relationships, resolving queries and

assisting in the timely collection of outstanding payments.

You will gain valuable hands-on experience in a fast-paced,

supportive environment, within a business that offers a clear

development pathway.

Ref: 4768560

Contact Mithiran Elangco on 0203 465 0020

or email mithiran.elangco@hays.com

Credit Controller

Birmingham City Centre, £30k - £32k

Two days in the office per week

In this varied credit control role, your duties will include

chasing outstanding payments via phone and email,

resolving invoice queries and disputes, monitoring aged

debt, and preparing reports. You will also liaise with internal

departments to ensure accurate billing, support month

end processes, and contribute to continuous improvement.

Excellent opportunity to join a successful business in

a varied position, that offers hybrid working.

Ref: 4768780

Contact Henry Brook on 0333 010 7517

or email henry.brook@hays.com

This is just a small selection of the many opportunities we have available for credit professionals. To find out

more, visit our website or contact Natascha Whitehead, Credit Management UK Lead at Hays on 0777 078 6433.

hays.co.uk/credit-control-jobs

© Copyright Hays plc 2026. All rights are reserved. CM-01320


Credit Manager

Uxbridge, £55k - £60k + bonus

Due to growing and increased focus on credit management,

this is a newly created role that will oversee the entire credit

control and receivables cycle. Working in a hands-on capacity,

you will manage your ledger of key accounts and will lead a

small team on a daily basis. You will build excellent stakeholder

relationships, both internally and externally and will deal with

escalated queries and disputes. Reporting, account analysis

and attending internal debt meetings will also form part of this

role. Experience of working in the FMCG sector is essential.

Ref: 4768780

Contact Natascha Whitehead on 0777 078 6433

or natascha.whitehead@hays.com

Working Capital Manager

London, £100k - £120k

A senior working-capital specialist is sought to join a

leading international law firm with a major London presence.

This commercially focused role spans the full working-capital

lifecycle, from time recording and billing through to collections,

ensuring financial clarity and supporting revenue generation

across complex, high-value matters. Acting as a trusted

adviser to senior partners and business leaders, you will help

shape best practice processes, manage financial exposure,

and drive improvements in WIP and debt performance.

With oversight of a team of Working Capital Managers and

Controllers, the position offers significant influence, strong

visibility across the partnership, and long-term progression

within a high-performing global finance function.

Ref: 4587938

Discover new

opportunities today

Contact Ben Court on 0203 465 0020

or ben.court@hays.com


CreditWho?

CICM Directory of Services

COLLECTIONS

Guildways

T: +44 3333 409000

E: info@guildways.com

W: www.guildways.com

Guildways is a UK & International debt collection specialist with over

25 years experience. Guildways prides itself on operating to the

highest ethical standards and professional service levels. We are

experienced in collecting B2B and B2C debts. Our service includes:

• A complete No collection, No Fee commission based service

• 10% plus VAT commission for UK debts

• Commission from 22% plus VAT for International debts

• 24/7 online access to your cases through our CaseManager portal

• Direct online account-to-account payments, to speed up

collections and minimise costs

If you are unable to locate your customer, we also offer a no trace,

no fee, trace and collect service.

For more information, visit: www.guildways.com

MIL Collections Ltd.

Palace Building, Quay Street, Truro,TR1 2HE

M: 07961578739 E: GaryL@milcollections.co.uk

W: www.milai.co.uk

From our dedicated office in Truro, Cornwall, our team of over

50 staff work tirelessly to ensure our clients expectations are not

just met but exceeded.

We offer clients an experienced, dedicated and regulated

collection service. From small sundry invoices through to

complex property cases and overseas jurisdictions we can

help our clients recover what is due to them in a fair and timely

manner.

Added to the ISO certification, MIL is a pioneer bringing AI

to the collections world with a platform dedicated to ensure

customers are treated fairly and clients work is managed

effectively.

COLLECTIONS

Thornbury Collection Services Ltd

T: 01443 224407

E: Info@thornburycollections.co.uk

W: www.thornburycollections.co.uk

We are a CICM Award winning company, founded in 2002

Our head office is located in Cardiff, helping clients throughout

the UK and internationally, specialising in commercial B2B debt.

Working with clients of all sizes, from one-man bands to

multinational companies, offering a full turn key service with end

to end support, the perfect piece of the credit jigsaw. Offering

terms and conditions, reviewing, enhancing and drafting credit

processes. Credit control support packages , awareness and

training sessions, recovering debts and dispute resolution.

Facilitation of court work, enforcement and the collect out of full

debtor books.Small enough to care Big enough to win.

COLLECTIONS LEGAL

Lovetts Solicitors

Lovetts, Bramley House, The Guildway,

Old Portsmouth Road,

Guildford, Surrey, GU3 1LR

T: 01483 347001

E: info@lovetts.co.uk

W: www.lovetts.co.uk

With more than 30 years of experience and over £78 million

collected a year on behalf of our clients. Services include:

• Letters Before Action (LBA) from £1.50 + VAT (successful in

86% of cases)

• Advice and dispute resolution

• Legal proceedings and enforcement

• 24/7 access to your cases via our in-house software solution,

CaseManager

Don’t just take our word for it, here’s some recent customer

feedback: “All our service expectations have been exceeded.

The online system is particularly useful and extremely easy to

use. Lovetts has a recognisable brand that generates successful

results.”

CREDIT DATA AND ANALYTICS

CoCredo

Missenden Abbey, Great Missenden, Bucks, HP16 0BD

T: 01494 790600

E: customerservice@cocredo.com

W: www.cocredo.co.uk

For over 20 years, CoCredo is one of the UK’s leading B2B credit

report agencies, offering global online company score reports

and vital business and financial information. We aggregate

the highest-quality data from top global providers across 240

countries/territories, available instantly. Complimentary services

include Dual Reports, Business Credit Monitoring, CRM

integration, and a DNA portfolio management tool.

Our recent CICM British Credit Awards win for “Technology

Development” in 2025 highlights our commitment to innovation

and excellence. CoCredo is recognised for its innovative and

customer-focused approach. This is evident in our client retention

rate, which exceeds 90%.

Dun & Bradstreet

T: 0808 239 7001

E: hello@dnb.com

W: www.dnb.co.uk

At Dun & Bradstreet, we have a standardised risk approach to

help make confident, timely, and accurate lending and credit

decisions. We help businesses access up-to-date and timely

data on hundreds of millions of global businesses. And we

don’t limit how often you’re able to run checks on businesses in

your portfolio. So, you can be sure you always have the latest

information on the companies you choose to do business with

– whether micro businesses run by a single person right up to

large, international enterprises.

CREDIT DATA AND ANALYTICS

TOP SERVICE

MINIMISE DEBT

Top Service Ltd

Top Service Ltd, 2&3 Regents Court, Far Moor Lane

Redditch, Worcestershire. B98 0SD

T: 01527 503990

E: membership@top-service.co.uk

W: www.top-service.co.uk

MAXIMISE C ASH

The only credit information and debt recovery service provider

specifically for the UK construction industry. Our payment

experiences are the most up to date credit information available

and enable construction businesses to confidently assess credit

risk & make the best, most informed credit decisions. Coupled

with our range of effective debt recovery solutions, quite simply

our members stay one step ahead & experience less debt &

more cash.

CREDIT MANAGEMENT SOFTWARE SOFT-

Credica Ltd

Building 168, Maxell Avenue, Harwell Oxford, Oxon. OX11 0QT

T: 01235 856400E: info@credica.co.uk W: www.credica.co.uk

Our highly configurable and extremely cost effective Collections

and Query Management System has been designed with 3

goals in mind:

•To improve your cashflow • To reduce your cost to collect

• To provide meaningful analysis of your business

Evolving over 15 years and driven by the input of 1000s of

Credit Professionals across the UK and Europe, our system is

successfully providing significant and measurable benefits for

our diverse portfolio of clients. We would love to hear from you

if you feel you would benefit from our ‘no nonsense’ and human

approach to computer software.

Novuna Business Cash Flow

E: marketing@novunabusinesscashflow.co.uk

W: www.novuna.co.uk/business-cash-flow/

T: 0808 258 5934

Novuna Business Cash Flow provides fast, flexible cash flow

finance solutions to SMEs and larger corporates across a wide

range of sectors in the UK. With remote digital on-boarding,

a flexible approach to contracts, and fast payout we won

Innovation in the SME Finance Sector at the 2024 Business

Moneyfacts Awards. Combining innovative cash flow solutions

with industry leading technology, we retain one of the highest

customer satisfaction scores in the market.

Corcentric

Information: Ali Hassan| 020 317 71713

ahassan@corcentric.com | corcentric.com

Social media links: https://www.linkedin.com/company/

corcentric/, https://x.com/corcentric?lang=en-GB

Membership: Lee Allen lallen@corcentric.com

Jonathan BlackBurn jblackburn@corcentric.com

Ali Hassan ahassan@corcentric.com

About Corcentric: Corcentric is a leading global provider

of best-in-class procurement and finance solutions. We

offer a unique combination of technology and payment

solutions complemented by robust advisory and managed

services. Corcentric reduces stress and increases savings

for procurement and finance business leaders by forming a

strategic partnership to diagnose pain points and deliver tailormade

solutions for their unique challenges. For more than two

decades, we've been a trusted partner who delivers proven

results. To learn more, please visit www.corcentric.com.


FOR ADVERTISING INFORMATION OPTIONS

AND PRICING CONTACT

theresag@warnersgroup.co.uk 01778 392046 (ext 2246)



DEBT & ASSET RECOVERY SERVICE

ESKER

Sam Townsend Head of Marketing

Northern Europe Esker Ltd.

T: +44 (0)1332 548176 M: +44 (0)791 2772 302

W: www.esker.co.uk LinkedIn: Esker – Northern Europe

Twitter: @EskerNEurope blog.esker.co.uk

Esker’s Accounts Receivable (AR) solution removes the

all-too-common obstacles preventing today’s businesses

from collecting receivables in a timely manner. From credit

management to cash allocation, Esker automates each step of

the order-to-cash cycle. Esker’s automated AR system helps

companies modernise without replacing their core billing and

collections processes. By simply automating what should

be automated, customers get the post-sale experience they

deserve and your team gets the tools they need.

Genius Software Solutions

T: +44 (0) 141 280 0275

E: sales@geniusssl.com

W: www.geniusssl.com

Genius provides solutions designed to enhance your customer

engagement with compliance in full focus; our team have decades

of operational experience in the Debt & BPO space.

As a global outreach partner our technology drives compliance

and operational efficiency to help your business thrive.

• Streamline Collections, Payments & Asset Recovery, whether this

be in-house or within a BPO setting with our Adept platform.

• Enhance customer engagement with our cloud-based

omnichannel platform, Commpli.

We've helped businesses worldwide enhance efficiency, optimise

workflows, and respond to the dynamic needs of a changing

marketplace.

My DSO Manager

22, Chemin du Vieux Chêne,

Bâtiment D, Meylan, FRANCE

T: +33 (0)458003676

E: contact@mydsomanager.com

W: www.mydsomanager.com

My DSO Manager is an all-in-one intelligent SaaS accounts

receivable and credit management system that provides

real-time insight and scalability from SMEs to international multientity

companies. It helps AR analysts, accounting or finance

managers, and any client-facing employee, manage risk and

maximize cash collection.

It can swiftly integrate any kind of data from any ERP and

implement any customization due to its creative, competent IT

teams that are headquartered inside the firm and collaborate

closely with support employees, many of whom were formerly

credit managers at big corporations.

The feature-rich functions, automated reminders, alerts, and

numerous services connected to the solution, such as EDM/

CRMs/insurance/e-payment/BI platforms etc., along with

a reasonable pricing system, have simplified the credit-tocash

cycle by monitoring daily KPIs like DSO, aging balance,

overdues/past-dues, customer behavior, and cash forecast.

My DSO Manager's worldwide clientele are its real

ambassadors, who assist the company in expanding on an

ongoing basis.

TCN

T: +44 (0) 800-088-5089

E : spencer.taylor@tcn.com

W: www.tcn.com

TCN is a leading provider of cloud-based call centre technology

for enterprises, contact centres, BPOs, and collection

agencies worldwide. Founded in 1999, TCN combines a deep

understanding of the needs of call centre users with a highly

affordable delivery model, ensuring immediate access to robust

call centre technology, such as SMS, email, predictive dialler,

IVR, call recording, and business analytics required to optimise

operations while adhering to callers’ requests.

Its “always-on” cloud-based delivery model provides customers

with immediate access to the latest version of the TCN solution,

as well as the ability to quickly and easily scale and adjust to

evolving business needs. TCN serves various Fortune 500

companies and enterprises in multiple industries, including

newspaper, collection, education, healthcare, automotive,

political, customer service, and marketing. For more information,

visit www.tcn.com or follow on Twitter @tcn.

DEBT & ASSET RECOVERY SERVICE

STA International

T: 01622 600 921

E: sales@staonline.com

W: www.stainternational.com

STA International is a trusted leader in credit management,

providing expert solutions in global debt recovery, outsourced

credit control, address tracing, and legal debt recovery. For

over 30 years, we’ve helped businesses of all sizes maximise

cash flow, minimise risk, and recover outstanding debts

efficiently.

We act as extension of your credit control team, using

technology, knowledge, and an effective ethical approach

to your debt recovery. Our bespoke processes ensure that

collections are dealt with professionally and amicably, helping to

protect your reputation and relationships while achieving results

that improve your cash flow.

Our activities on individual cases and overall performance stats

can be accessed 24/7 on our market-leading client reporting

platform, Your Debts Online. At STA International, we don’t

just recover debt; we support businesses to create healthy

financial positions while fostering better long-term customer

relationships.

Shakespeare Martineau

E: jayne.gardner@shma.co.uk,

W: www.shma.co.uk

T 01789 416440

Shakespeare Martineau provides expert debt and asset

recovery services across various sectors, including energy,

manufacturing and Government. Our team supports regulated

and unregulated debt, acting as an extension of internal

collections when needed. We prioritise keeping client costs low

while empathetically engaging with debtors. Our 70+ experts

offer cradle-to-grave B2B and B2C collections, transparent

fee plans, bespoke service, flexible case management, and

additional support like training, advice, litigation and mediation.

Towerhall Solutions

E: Rob@towerhallsolutions.com

W: www.towerhallsolutions.com

T: 01342 718300

Towerhall Solutions is a trusted solution provider specialising

in debtor collection, tracing and asset recovery for the financial

services sector and housing associations sectors among

others. We understand that managing tenant debtor books and

consumer finance requires a delicate balance between effective

recovery and social responsibility.

Our approach is strictly compliant and deeply sensitive to the

circumstances of debtors. We prioritise treating customers

fairly, ensuring that every interaction adheres to the highest

regulatory standards while protecting your organisation's

reputation. By engaging with debtors constructively and

using the latest technology, we resolve arrears and recover

assets without resorting to aggressive tactics that damage

relationships.

ENFORCEMENT

Court Enforcement Services

Samuel Evans – Director of Business Development

T: 07759 122503

E : s.evans@courtenforcementservices.co.uk

W: www.courtenforcementservices.co.uk

Court Enforcement Services are the CICM Enforcement Business

of the Year. Recognised for our professional, client-focused,

and approachable service, our expert team has enforced over

100,000 Writs, recovering over £105m for clients and claimants

since the end of the pandemic. Our commitment to excellence

is reflected in our client satisfaction survey, where 100% of

respondents confirmed we meet or exceed expectations as a

High Court enforcement supplier, with many highlighting our

superior collection performance over industry competitors. We

work closely with legal professionals, businesses, and individuals

to provide ethical, effective, and fully compliant enforcement

solutions. Combining experience with innovation, we ensure the

best possible outcomes while upholding the highest standards of

professionalism, integrity, and service excellence.

FINANCIAL PR

Gravity Global

Floor 6/7, Gravity Global, 69 Wilson St, London, EC2A 2BB

T: +44(0)207 330 8888.

W: www.gravityglobal.com

Gravity is an award winning full service PR and advertising

business that is regularly benchmarked as being one of the

best in its field. It has a particular expertise in the credit sector,

building long-term relationships with some of the industry’s

best-known brands working on often challenging briefs. As

the partner agency for the Credit Services Association (CSA)

for the past 22 years, and the Chartered Institute of Credit

Management since 2006, it understands the key issues

affecting the credit industry and what works and what doesn’t in

supporting its clients in the media and beyond.


CreditWho?


FOR ADVERTISING INFORMATION

OPTIONS AND PRICING CONTACT

paul.heitzman@cplone.co.uk

INSOLVENCY

PAYMENT SOLUTIONS

RECRUITMENT

Menzies LLP

T: +44 (0)2073 875 868

E: creditorservices@menzies.co.uk

W: www.menzies.co.uk/creditor-services

Our Creditor Services team can advise on the best way for you

to protect your position when one of your debtors enters, or

is approaching, insolvency proceedings. Our services include

assisting with retention of title claims, providing representation

at creditor meetings, forensic investigations, raising finance,

financial restructuring and removing the administrative burden

– this includes completing and lodging claim forms, monitoring

dividend prospects and analysing all Insolvency Reports and

correspondence.

For more information on how the Menzies LLP Creditor

Services team can assist, please contact Giuseppe Parla,

Licensed Insolvency Practitioner, at:

E: gparla@menzies.co.uk / tel:+44 3309 129828

Red Flag Alert Technology Group Limited

49 Peter Street, Manchester, M2 3NG

T: 0330 460 9877

E: sales@redflagalert.com

W: www.redflagalert.com

The UK’s No1 Insolvency Score is available as platform

designed to help businesses manage risk and achieve growth

using real-time data. The only independently owned UK credit

referencing agency for businesses. We have modernised the

way companies consume data, via Graph QL API and apps for

many CRM / ERP systems to power businesses decisions with

the most important data taken in real-time feeds, ensuring our

customers are always the first to know.

Red Flag Alert has a powerful portfolio management tool

enabling you to monitor all your customers and suppliers so

you and your teams can receive email alerts on data events

i.e. CCJ, Petitions, Accounts, Directors, amongst 84 alerts

produced and tailored to your business.

Red Flag Alert works towards growing and protecting

businesses using advanced machine learning and AI

technology data to provide businesses with information

to deliver best in class sales, credit risk management and

compliance.

Key IVR

T: +44 (0) 1302 513 000 Opt 3 E: partners@keyivr.com

W: www.keyivr.com

Key IVR are proud to have joined the Chartered Institute of

Credit Management’s Corporate partnership scheme. The

CICM is a recognised and trusted professional entity within

credit management and a perfect partner for Key IVR. We are

delighted to be providing our services to the CICM to assist

with their membership collection activities. Key IVR provides

a suite of products to assist companies across the globe with

credit management. Our service is based around giving the

end-user the means to make a payment when and how they

choose. Using automated collection methods, such as a secure

telephone payment line (IVR), web and SMS allows companies

to free up valuable staff time away from typical debt collection.

RECRUITMENT

Hays Credit Management

107 Cheapside, London, EC2V 6DN

T: 07834 260029

E: karen.young@hays.com

W: www.hays.co.uk/creditcontrol

Hays Credit Management is working in partnership with the

CICM and specialise in placing experts into credit control jobs

and credit management jobs. Hays understands the demands

of this challenging environment and the skills required to thrive

within it. Whatever your needs, we have temporary, permanent

and contract based opportunities to find your ideal role. Our

candidate registration process is unrivalled, including faceto-face

screening interviews and a credit control skills test

developed exclusively for Hays by the CICM. We offer CICM

members a priority service and can provide advice across a wide

spectrum of job search and recruitment issues.

DCS

T: 01656 663 930

E: Jason@creditpro.co.uk

W: www.dcscreditjobs.co.uk

DCS is a specialist Credit Management Recruitment

Company with over 18 years of experience, supplying

Credit Professionals at all levels.

We supply high calibre candidates to our clients within the

FinTech, Credit, Collections, Enforcement and Legal Industry.

We also cover many different sectors listed below

Utilities Gas / Electric / Water / Collections

International Collections & Credit Insurance

DCA Collections, Legal, Enforcement & Asset Recovery

Credit Information, Credit Management Software, Data &

Analytics, Invoice Factoring and Invoice Discounting,

Insolvency, Payment Solutions, Parking, Banking.

PORTFOLIO

CREDIT CONTROL

Portfolio Credit Control

1 Finsbury Square, London. EC2A 1AE

T: 0207 650 3199

E: recruitment@portfoliocreditcontrol.com

W: www.portfoliocreditcontrol.com

Portfolio Credit Control, a 5* Trustpilot rated agency, solely

specialises in the recruitment of Permanent, Temporary &

Contract Credit Control, Accounts Receivable and Collections

staff including remote workers. Part of The Portfolio Group,

an award-winning Recruiter, we speak to Credit Controllers

every day and understand their skills meaning we are perfectly

placed to provide your business with talented Credit Control

professionals. Offering a highly tailored approach to recruitment,

we use a hybrid of face-to-face and remote briefings, interviews

and feedback options. We provide both candidates & clients

with a commitment to deliver that will exceed your expectations

every single time.

CreditWho?


For advertising information

options and pricing contact

theresag@warnersgroup.co.uk

01778 392046 (ext 2246)


MIL Collections, proud sponsors of the

Outstanding Contribution to the Industry

Award, would like to congratulate:

Laurie Beagle FCICM

on a well deserved win.

We also recognise the outstanding finalists:

Charles Mayhew FCICM, Kanwel Jayanat

FCICM and Tina Daulton FCICM.

We’ve built a strong reputation through a tailored,

relationship driven approach, delivering consistent results

while balancing compliance, customer care, retention,

and commercial outcomes — values that reflect the spirit

of this award and the professionals being celebrated.

01872 713 580 Sales@milcollections.co.uk


Award winning debt collection agency

Global Reach,

Rooted in UK Expertise

Global Credit Recoveries Ltd are specialists in UK and

international debt collection, with offices in the UK and

Middle East, and an extensive global partner network.

While our international capabilities get attention, our

domestic collection expertise is our foundation.

With our network, we can have someone visiting your

debtors’ offices across the UK or EMEA within 72 hours.

40+ years of experience, no collection, no commission.

Improve your cashflow with no upfront cost.

Get in touch today to see how

we can help you recover debt

at home or abroad.

Join our network

+44 (0)203 589 6655

info@globalcreditrecoveries.com

globalcreditrecoveries.com

Credit Management March2026

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