Beyond the Credit Score: Targeted Lending Co.’s Strategy for Rapid, Resilient Growth

Joining the Monitor Top Private Independents is more than just a ranking for Targeted Lending Co. (TLC); it is the culmination of a deliberate strategy centered on human capital and digital transformation.

Renee Hazard, founder, attributes this milestone to three primary catalysts: an elite team, a revamped technology stack and an unwavering commitment to the broker channel.

“Being independent doesn’t mean being isolated. Brian Gallo, Michael Philbin and I have formed strategic partnerships and alliances to create a scalable advantage without sacrificing quality. Ultimately, thriving in this environment won’t be about predicting every policy outcome. It will be about building organizations resilient enough to perform well across multiple economic scenarios.”

“We are a broker-driven funding source,” Hazard says. “We work hard to provide only for the broker market. We pride ourselves on always referring their business back to them.” This loyalty has paid off. In Q4/25, the company reported a staggering 71% year-over-year increase in its portfolio. While many competitors are retreating or tightening credit boxes, TLC has managed to scale by moving away from rigid, score-based lending. “With us not being a credit score-driven lender, we are always looking at the whole deal to see how we can put it together,” Hazard explains.

The company’s growth is backed by a $125 million senior credit facility with Wells Fargo, which Hazard calls “huge for us in 2026.” This liquidity has allowed TLC to increase per-borrower limits to $400,000 and application-only limits to $250,000, while fueling new programs like “Cash for Equipment” and the “TLC Plus Program.”

Technology serves as the backbone of this expansion. The launch of an enhanced broker portal in 2024 streamlined the process, allowing brokers to upload paperwork and track deals in real time. “The broker portal drastically helped our brokers being able to input their own deals, upload paperwork so they didn’t have to send multiple emails and see the deal in live time,” Hazard notes.

Beyond technology, TLC is investing heavily in the next generation through its Analyst Development Program and high school/college internships. Hazard believes building a talent pipeline is vital for the industry’s survival. “For our industry to keep thriving, we need younger people excited to be in equipment finance,” she says. “We are working hard to grow the leasing professional world!”

As the industry navigates the “One Big Beautiful Bill” Act and shifting interest rates, TLC remains focused on sectors like construction and used equipment, where its lack of age restrictions on machinery provides a competitive edge. Through strategic partnerships and a focus on community giving, TLC is proving that independence does not mean isolation, but rather the flexibility to build a resilient, people-first organization.