How hybrid working is changing across asset finance and leasing

Hybrid working remains firmly embedded across the UK asset finance and leasing market. However, what we are seeing is not stability, but evolution.

Over the past 12 to 18 months, the model has tightened. The market is moving away from highly flexible, employee-led arrangements and toward more structured, office-led hybrid patterns.

A more defined hybrid model

Most firms now expect employees to be in the office for two to three days per week. Larger institutions are increasingly pushing this to three to four days. Fully remote roles have reduced significantly and are now largely limited to territory-based sales positions.

Hybrid is still the baseline. Candidates expect it, and employers continue to offer it. The shift is in how it is delivered, with greater emphasis on consistency, visibility, and collaboration.

Many organisations are now implementing fixed office days, most commonly Tuesday to Thursday, to ensure team overlap and improve coordination.

Variation by role

Expectations differ across functions.

Front office, internal sales and origination roles typically carry the highest requirement for office presence, driven by the need for visibility, internal alignment, and client interaction.

Credit and underwriting teams are becoming more office-based, reflecting the importance of speed in decision-making and close collaboration with sales and risk functions.

Operations, support, and back office roles remain more flexible. That said, fully remote opportunities within these areas are becoming increasingly limited.

The influence of seniority

Seniority is another key factor.

Junior hires are expected to spend more time in the office to support training, development, and onboarding.

Senior professionals may retain a degree of flexibility, but are often expected to lead from the front and set the cultural tone within the business.

What is driving the shift?

This change is aligned with the fundamental characteristics of the asset finance sector.

It is a relationship-led, deal-driven market where collaboration between sales, credit, and operations is critical. While hybrid working remains in place, offices are increasingly being used as collaboration hubs rather than default workplaces.

Several additional factors are reinforcing this direction. These include a renewed focus on culture and engagement, the need to strengthen training and onboarding following Covid, and a clear preference among senior leadership teams for in-person interaction, particularly on complex transactions.

The current hiring market is also playing a role. With fewer opportunities and a larger candidate pool, employers have greater influence over working patterns.

Candidate sentiment

From a candidate perspective, expectations remain consistent.

Two to three days in the office is widely seen as the optimal balance. Requirements beyond this tend to generate resistance unless supported by a strong brand, a compelling opportunity, or enhanced compensation.

Flexibility is still important, but the conversation is evolving. Working hours and overall work-life balance are now as significant as location.

Final thoughts

Hybrid working in asset finance is not being reversed. It is being refined.

The market is settling into a more structured model that balances flexibility with the operational needs of a collaborative, deal-driven sector.

For employers, the challenge is to implement policies that support performance without compromising attraction and retention. For candidates, understanding how expectations have shifted is key to navigating the current market.