Carl Ross has spent over 15 years at the heart of the UK lending and mortgage sectors. Here, he shares his perspective on:
- The friction slowing down the UK home-buying process
- How lenders can move from identifying EPC risk to acting on it
- The evolving relationship between surveyors and AI
- What a healthier, more integrated property market looks like
Q: You've spent over 15 years in the industry, with a career largely dedicated to supporting the evolving needs of the UK lending and mortgage sectors. What was it about Cotality's specific philosophy that made you feel this was the right moment for a new chapter?
CR: We are undeniably in an era of significant transition for the sector. Throughout my career working across various industry verticals, I've watched the use of data evolve at an incredible pace. However, there is a frustrating paradox at play: despite these technological advancements, transaction times have essentially doubled. The current system creates a genuine sense of heartache for the end customer, and that was the primary catalyst for my move here. Beyond the sophisticated infrastructure, I was struck by the team's collective willingness to solve systemic problems, rather than simply supplying another tool. There is a genuine appetite here to put the customer back at the heart of the property journey. Having seen these hurdles first-hand from a lender’s perspective, I wanted to be part of a team that doesn't just acknowledge the friction but actively works to remove it.
Q: The property sector has seen a wave of digital transformation recently, but many firms are still navigating a fragmented landscape of various tools. How do you support partners in making Cotality's solutions a central part of how they work today?
CR: For a lender, Cotality can provide a full solution for sharing their valuation instructions with their panel managers. Lenders will have the ability to share their instructions 24/7 with full visibility and the ability to share significantly richer data without the traditional friction of navigating multiple portals. Crucially, our existing API allows for effortless integration with all lenders and any origination platform. By saving time and streamlining these technical connections, we collectively preserve the industry's resources.
Q: How do Cotality's solutions help lenders move from identifying EPC risk in their portfolios to helping their borrowers do something about it?
CR: Data should never be a barrier; it should be a starting point. If a lenders’ portfolio view simply flags a property as non-compliant, it creates a dead end, for the lender and ultimately for the borrower. What we want to provide is a clearer, more actionable picture that allows lenders to have more constructive conversations with their landlord customers. In knowing not just where a property currently sits, but what improvement looks like and what it means for the asset's long-term value, we give lenders something to work with. It shifts the dynamic from 'this is a problem' to 'here is a path forward', which is a far more productive position for everyone in the chain.
Q: If you could fix one specific 'friction point' in the UK home-buying process tomorrow, what would it be?
CR: It would be the transparency and sharing of information at the very start. So much frustration is caused by relevant data arriving too late in the pipeline. If we can get the right information into the right hands earlier in the process, we can resolve queries before they become deal-breakers. Reducing fall-through rates isn't just a business goal, it's about making sure more customers get the keys to their new home without unnecessary stress.
Q: As automation and AI become more sophisticated, some fear the traditional surveyor could become obsolete. How do you see that relationship evolving?
CR: I don't believe technology will ever replace the surveyor. There is no substitute for human expertise and local knowledge. AI is not a replacement; it is a supporting act. By embracing these tools, we are liberating surveyors from the more routine, administrative tasks, allowing them to focus their time on the complex, bespoke valuations where their judgement is most needed. The result is a quicker turnaround for the market, backed by the best of both worlds.
Q: Is there an 'under-the-radar' trend you think will surprise the industry in the coming years?
CR: We all talk about AI, but the real surprise will be in the efficiency of its application. It is going to move from being a new feature to a silent engine that dramatically reduces turnaround times across the entire ecosystem. I think we will look back and wonder how we ever managed the property journey without it.
Q: How do you maintain a 'human-centric' approach in a role that is becoming increasingly defined by automation?
CR: You cannot have meaningful change without a conversation. A large part of my role is building relationships with financial organisations but these companies are made up of people facing real challenges. You must understand their pain points before you can offer a solution. It is about supporting them through new processes and regulations and helping them look toward the future, rather than just surviving the present.
Q: If we sit down again in a year's time, what would 'success' look like to you?
CR: I'd like to see a market that feels more fluid and less fragmented. Success, for me, isn't just about internal metrics; it is about the health of the industry. If we can look back and see that a higher proportion of lenders are using integrated data flows to make life easier for their borrowers, then we've done our job. If we have helped move the needle toward a more transparent, collective way of working that benefits the whole UK property sector, that is the ultimate win.
Q: Finally, what is the most rewarding part of this intersection between property and technology for you?
CR: It is seeing the tangible results of a problem being solved. There is a quiet satisfaction in seeing a process become a little bit smoother or a transaction move a little bit faster because of something we have helped to develop. I am a firm believer that consistency is more powerful than dramatic, disruptive change. If we can reduce friction by even a small amount every day, the cumulative benefit for the market is enormous. That is what keeps me motivated.
