At the start of a new year it is tempting to make grand promises. I am going to resist that. We are still a small, young lender, and the most useful thing I can do is be honest about what I want us to be over the next twelve months, and how you can hold us to it. So here is what I am aiming for in 2026.
Speaking as Credicorp’s founder and managing director. This is less a strategy and more a set of standards. If we live up to them, it will have been a good year.
Clearer, every step of the way
My first aim is clarity. I want every company that deals with us to understand exactly what they are signing up to before they commit. That means costs you can see plainly, the full picture set out on your Key Information Sheet (KIS) and in your Business Loan Agreement, and language that explains rather than impresses.
We do not quote a consumer APR. We show the amount borrowed, the term, the total amount payable, the total cost of credit, a simple annualised rate and the full repayment schedule. In 2026 I want to keep making that information easier to find and easier to read, and to keep our transparency page as a single, honest place where you can see how we work. If anything we do is unclear, that is on us to fix.
Fair, without exception
Fairness is easy to claim and harder to keep. To me it means assessing each company on its own merits, looking at the business rather than judging a director by a personal credit record, and applying the same care whether a company is borrowing from us for the first time or coming back again.
It also means being clear about what we are not, and you can read more about that on our about us page. Because we lend to companies, this borrowing sits outside the consumer rules under Article 60B FSMA RAO 2001, so it is not covered by the Financial Ombudsman Service or the FSCS. We lend to the company and take no personal guarantee from its director. Fairness, for a lender in our position, has to be something we choose and maintain ourselves, every single decision. That is the standard I want us held to.
Supportive when it matters most
Any lender can be pleasant when payments are arriving on time. The real test comes when a company hits trouble. My aim for the year is that anyone who contacts us in difficulty finds us calm, practical and genuinely on their side.
That means responding early, working out what a business can realistically afford, and using arrangements, short freezes or variations where they help, without ever adding a charge that is not already in the agreement. It also means pointing people to free, independent advice when that is the right thing, rather than keeping them in the dark. Support is not a department to me; it is a measure of whether we deserve to exist.
No overselling, ever
Here is the promise I care about most. I do not want us to grow by talking companies into borrowing they should not. Our product is expensive compared with a bank overdraft or a longer-term loan, it suits a short, specific job, and it is the wrong answer for a long-term shortfall. We will keep saying so, even when saying so costs us a sale.
Sometimes the most responsible thing we can do is tell a company not to borrow at all, and I want us to keep doing exactly that. Growth that comes from people taking money they regret is not the kind of growth I am interested in.
How to hold us to it
These are my intentions, not my achievements, and intentions are cheap unless someone checks them. So please check. Read our transparency page, tell us when we fall short, and judge us by how we behave when things are hard rather than when they are easy. If by the end of 2026 we are clearer, fairer, more supportive and still refusing to oversell, I will consider it a year well spent. That is the company I want Credicorp to be.