The Intermediary – July 2025 - Flipbook - Page 70
B RO K E R B U S I N E S S
Opinion
Blueprint for a
new generation of
mortgage advisers
A
n aging broker
population coupled
with high barriers
to entry for
newcomers has
created a recruitment
challenge that requires immediate
solutions. This isn’t just about
bringing new people into the sector,
it’s about supporting the experienced,
skilled advisers already working
within it to take the next step.
Many of today’s most promising
advisers are employed and thriving
in their roles, but they lack the
confidence, clarity, or support to make
the leap into self-employment and
build their own businesses.
Unlocking this potential is one
of the biggest opportunities for the
sector. It demands a more deliberate,
supportive approach from firms and
networks alike.
Breaking barriers
For too long, the industry has
struggled with a lack of visibility as
a desirable career path, with many
professionals admiing they ‘fell into’
the role rather than actively pursuing
it. This, combined with a lack of
training routes for those who have the
ambition and aptitude, but not the
qualifications, has created a boleneck
for fresh talent.
The industry must shi from being
a passive recipient of talent to an active
cultivator. This requires a deliberate,
multi-faceted strategy focused on
lowering barriers, providing robust
support, and showcasing viable longterm career paths.
But this is not all. If the industry
is to thrive, we must offer ongoing
support for sustainable development
within the pre-existing industry.
This is where self-employment
comes in. An appealing, viable, and
70
The Intermediary | July 2025
BEN ALLKINS
is head of mortgages and
protection at Just Mortgages
oen fruitful step brokers can take to
progress in their careers and maximise
their potential.
Taking the leap
Despite the appeal, many advisers are
hesitant to step away from the security
of an employed role. That oen stems
from uncertainty – about earning
potential, how to build a pipeline, or
simply about what daily life as a selfemployed broker really looks like.
With the right tools, safety nets,
and mentorship programmes in place,
the transition from employed to selfemployed can be not just manageable,
but empowering.
Financial uncertainty is probably
the biggest barrier. Without a steady
salary, the early months can be
daunting. At Just Mortgages, we
launched ‘New Starter Boost’ to
address this issue. The combines
access to pre-qualified leads with an
interest-free commission advance.
Initiatives like this are vital as they
de-risk this transition, allowing new
advisers to focus on building their
client base and finding their feet
without immediate financial pressure.
It’s not just about financial support;
it’s about visibility and reassurance.
The industry must do more to
demystify the role of a self-employed
broker and the pathways into it.
Informal, pressure-free events
where prospective advisers can
engage discretely with experienced
professionals and support teams –
honest, practical insight life as a selfemployed broker can only benefit the
broker population.
Grow, develop, retain
Once advisers make the move,
the priority becomes sustainable,
long-term growth and ongoing
professional development.
At our recent Lender Fayre, Just
Mortgages saw record demand for our
licence qualification courses covering
areas like commercial advice, equity
release, and business protection. This
is evidence that existing advisers want
to deepen their expertise and offer
more to their clients.
When networks invest in
development and qualifications,
they don’t just strengthen individual
careers, they raise standards across the
entire industry.
Self-employment doesn’t mean
being boxed into one path. The skills
developed as a broker – like regulatory
understanding, client care, business
development – open the door to a
range of future roles.
Some advisers go on to become
business principals, building and
mentoring their own team, while
others become area directors.
Others can move into specialist
roles across compliance, training,
or marketing, using their hands-on
knowledge to shape the infrastructure
of the industry.
Supporting that kind of progression
builds both loyalty and leadership, two
key components of business success.
The industry is facing an
intensifying recruitment drought, but
it is also siing on a huge opportunity
– a pool of talented, motivated
advisers. By offering structured,
practical routes into self-employment,
while continuing to invest in adviser
development, the sector can unlock
this potential.
The future of mortgage advice isn’t
just about recruitment. It’s about
cultivation, confidence, care, and
creating the conditions for success. ●
