The Intermediary – March 2026 - Flipbook - Page 90
M E E T T H E B RO K E R
At times, the process can feel quite
one-sided: we gather information,
structure the case and send it across,
and then it disappears into a black
box. Decisions come back, but there
isn’t always enough dialogue around
the ‘why’ or the context.
As brokers, we know our clients
well. We complete thorough factfinds, we understand how and why
their income looks the way it does,
and we’ve chosen a particular lender
or product for a reason.
If underwriters were able to reach
out more regularly – whether that’s
a quick call or a straightforward
email – to ask for clarification
or extra context, it could make a
big difference.
That kind of two-way
communication would help more
borderline or non-standard cases get
a fair hearing, particularly for clients
with less conventional income or
spending patterns.
In the end, both sides want the
same thing: well-underwritten,
sustainable lending that works for
the client. Better collaboration just
makes it easier to get there.
How important is
technology in the
mortgage industry?
Technology, and artificial intelligence
(AI) especially, is becoming
increasingly important in how we
work, but I see it as a support rather
than a replacement for brokers.
There’s a huge amount of
information in our industry: criteria
from hundreds of lenders, constantly
changing product ranges, and lots of
documentation and communication.
AI tools can help us manage that
volume much more efficiently.
For example, criteria search tools
powered by AI can quickly identify
which lenders will consider a client
with two jobs, or someone who has
had missed mortgage payments
within a certain timeframe. That can
save a lot of time compared with
manually checking each lender.
Tech can also streamline how
we communicate with clients and
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The Intermediary | March 2026
Both sides
want the same thing:
well-underwritten,
sustainable lending
that works for the client.
Better collaboration
just makes it easier to
get there”
underwriters, reducing delays and
cutting down on unnecessary backand-forth.
But even with that support, the
core of the job remains very human.
Someone still needs to listen to the
client, understand their goals and
worries, and explain the options in a
clear, reassuring way.
The brokers who embrace AI as
a way to free up time and sharpen
their advice, rather than seeing it as a
threat, will be in a strong position.
What are your ambitions
for the year ahead?
Personally, one of my main ambitions
is to broaden the mix of cases I work
on. I’ve done a lot in the residential
and BTL space, but I’d like to be
involved in more bridging and
commercial deals. That reflects what
we’re seeing from clients, too, with
more landlords and investors looking
to diversify into different types of
property and income streams.
Building deeper experience in
those areas is something I’m really
focused on. From a company point of
view, we’re aiming to grow and take
full advantage of the opportunities
we see this year.
Based on what lenders have
indicated, we’re expecting there
could be a couple of base rate drops,
which should drive more remortgage
activity and hopefully more purchase
business as confidence picks up.
Our goal is to be ready for that –
with the right knowledge, processes
and relationships in place – so
that we can make this one of the
strongest years we’ve had, both in
terms of volume and the quality of
advice we provide.
A lot of what’s in the pipeline for
us is about positioning ourselves for
the expected increase in activity –
strengthening our relationships with
lenders, continuing to improve how
we work internally, and making sure
we can move quickly and confidently
for clients.
Do you have a final
message for the market?
Mortgage advice is clearly evolving.
In the past, it could be tempting
just to pick the lowest rate from
a handful of familiar lenders and
treat that as ‘job done’. But with the
way people’s circumstances have
shifted, and with so many clients
either coming off high rates from
the last couple of years or low rates
from five years ago, that approach is
not enough.
The advice we give now needs to
work for clients today and still make
sense for them in a few years’ time.
Thinking ahead – about changes
in income, family plans, or wider
market conditions – is becoming a
bigger part of good advice. That’s
where brokers can really add value.
This year represents a real
opportunity to show just how
important our role is. There will be
a lot of clients feeling uncertain as
they come to the end of fixed rates
that were either unusually low
or uncomfortably high. They’ll be
looking for clarity and reassurance.
If we focus on understanding
them properly, looking beyond just
the initial rate and thinking about
how their needs might change,
we can truly future-proof their
arrangements. That not only helps
the client, but it also raises the
standard of advice in the industry.
If we embrace that challenge and
make the most of the tools and
collaboration available to us, I think
we can come out of this period with
stronger client relationships and a
stronger profession overall. ●
