The Intermediary – June 2025 - Flipbook - Page 39
T H E I N T E RV I E W
Paragon
Smart adds: “It’s really just about
understanding how you’re going to bring this
digital enablement of systems to life, but also
bringing the people along with you as well –
showing all of those key benefits.”
Smart also notes the bank’s initial search for
an off-the-shelf solution as another challenge:
“We searched the market [but] ultimately none
of it did everything that we wanted to do. We
then made the decision to build in-house, on a
low code cloud-based platform.”
Smart recalls: “At times, when faced with
the overwhelming amount of work to do,
everybody on the project had their ‘foot of the
mountain’ moment. It would be fair to say that
all of us looked at it and thought, how are we
going to get across all of this?”
But the scale of the task also proved to
be the foundation of its success, he adds:
“Through that, we made the best decision we
possibly could – because that meant that we
were in complete control of the product.
“Everything that we’ve done is to support the
specialist requirements of not just us, but the
brokers and customers that we serve – and it
was great to be in control of that.”
Valuable feedback
Launching a platform of this scale was never
going to be without trepidation.
“It’s always nerve-wracking to launch
anything really,” Smart admits. “But for a
platform of this size and its sophistication – it
is extremely nerve-wracking.”
The team approached the rollout with care
and precision, opting for a six-month pilot
phase, which was later extended to allow
for deeper engagement with early users. The
response was overwhelmingly positive.
Smart says: “We were blown away by the
feedback we got. A lot of people were saying
things like, ‘It’s so slick, it’s modern, we love
the integrations you’ve got with services like
Companies House.’”
Beyond the applause came invaluable insight.
One frequently cited area for improvement
was the platform’s property schedule upload,
with brokers recognising the direction of travel,
but offering practical suggestions to refine the
process further. Their input allowed the team
to refine and enhance key features ahead of the
full market launch in March 2025.
Smart says: “We made sure that we ironed
out those constructive areas of feedback,
but we kept the best bits where people were
saying, ‘This is great, and it’s hit the mark.’”
Reflecting on the launch, he says: “Overall, I
would say I’m extremely pleased – and grateful
for the feedback as well, because that’s what
it’s all about.”
As he points out, internal testing is one thing,
“but it’s when it gets out in the wild that you
get that real valuable feedback.”
Investing in people
Alongside its platform transformation, Paragon
has been making strategic investments in its
people. Smart notes: “We’ve got a laser-sharp
focus within the organisation on being the best
in the buy-to-let business. We’ve made a series
of appointments and promotions to ensure
we’re set up for success.”
While technology plays a vital role, platforms
and processes are only part of the equation.
To support this, Paragon has taken a dualpronged approach: retaining and empowering
experienced staff, while bringing in fresh talent
to challenge conventional thinking.
Smart says: “What we’ve done recently is
blend the best of existing members of staff,
who have years’ worth of experience and know
our business really, really well, and put them at
the forefront of some of these key areas.
“But we’ve also brought in new people
who’ve got new ideas, new experiences and
actually what they do is just keep that fresh
perspective and make sure that we continue to
be outwardly focused.
“Obviously, what we always want to do is
make sure we’re not just looking at Paragon,
but that we’re looking at the wider market and
the things that are happening there. That was
all part of a strategic structural reorganisation.”
Paragon’s approach to investing in its people
goes beyond strategy – it is deeply woven into
the organisation’s culture. That commitment
has earned national recognition.
Smart explains: “We’re really delighted and
proud to be a Platinum Employer for Investors
in People. Only 8% of companies in the UK
achieve this accreditation, so it’s a really big
thing for us.”
The accolade is testament to Paragon’s
emphasis on development and progression, but
also to its effort to create a truly meritocratic
environment.
Smart adds: “This is what I describe as
giving the opportunity to everyone. We do
invest across the board, and that means those
opportunities are absolutely there – but that’s
only part of the equation. You also need to
enable people to take advantage.”
That philosophy is evident in the bank’s
proactive stance on diversity and inclusion.
For example, rather than viewing workplace
flexibility as an added perk, Paragon treats it →
June 2025 | The Intermediary
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