The Intermediary – June 2025 - Flipbook - Page 78
B RO K E R B U S I N E S S
Opinion
Supporting
intermediary
partners
R
unning a brokerage
is no easy task. We
know that as well
as delivering expert
advice to clients,
today’s advisers
must also be marketeers, strategists,
compliance experts, administrators,
HR leads, financial planners and
effective communicators. No one
individual can realistically be an
expert in all areas, all the time.
We’ve spent time listening to
our broker partners. One message
came through loud and clear: while
most are highly skilled in their core
advisory role, the broader demands of
managing a successful business can be
overwhelming. When you’re running
a small or medium-sized (SME) firm,
time is stretched, energy is finite, and
it can be hard to find the headspace to
work on the business, not just in it.
A skills partnership
We’ve partnered with UK Business
Mentoring to offer dedicated support
that goes beyond product and policy.
This initiative is designed to help
brokers strengthen their firms from
the inside out, supporting both their
commercial ambitions and personal
growth. We understand both how
important their businesses are to
them, and how vital they are to us.
Through a combination of
digital and in-person sessions, the
programme tackles challenges
many firms face but few have time
to address. Whether it’s building a
marketing strategy that consistently
generates leads, identifying what
truly sets your proposition apart, or
tracking the return on your business
development efforts, we want to help
with that clarity and structure.
In the area of people management,
many business owners are looking
78
The Intermediary | June 2025
ALAN LONGHORN
is head of mortgage sales and
business development at Bank
of Ireland for Intermediaries
to grow high-performing teams, but
need help with a solid framework for
doing so. This programme helps those
leaders step back and consider the
systems they have in place. Are they
aracting the right talent? Are the
correct processes in place to nurture,
develop and retain the team? What
kind of leader are they, and how they
might need to evolve their style as the
business grows?
The future is now
Succession planning is another key
topic. Oen, brokers put off thinking
about what comes next, especially
when client work takes priority. But
having a clear strategy for growth, exit
or sale can be a game-changer.
Whether considering retirement,
bringing in a new partner or simply
wanting to understand their firm’s
valuation, these sessions provide the
tools to make informed decisions.
Brokers can also look at strategic
planning in a practical and accessible
way. What’s the vision for the next
three years? What are the key actions
they need to take? What should
success look like, not just in terms
of revenue, but quality of life, team
satisfaction and long-term viability?
Financial management, digital
transformation, operational efficiency
and customer retention are all on
the agenda, too. The programme is
designed to equip brokers with skills
and knowledge that have tangible
business benefits, while also giving
them space to reflect on how they run
their firm, what works, and where
things could improve.
The sessions are built around
the questions that maer. Ponder
for a moment and nail down the
unique selling points. How are they
communicating with prospects and
clients? What are the bolenecks
holding them back? The course
provides time and support to explore
these issues properly, with insight
from seasoned business mentors who
understand the SME environment.
Expert help
There will be a variety of engaging
sessions, including a mix of formats to
ensure accessibility and flexibility for
everyone. We’ll be hosting a number
of in-person events for selected
participants based on session focus
and logistics. In addition, a series of
podcasts and digital sessions will be
widely available, ensuring everyone
has the opportunity to engage.
We want to help brokers navigate
today’s market conditions, but also
help them build a resilient, futureready business that offers options.
Whether that’s scaling up, stepping
back or simply becoming more
efficient, we would like to help firms
do it on their own terms.
Too oen, the elements that
feel hardest – such as leadership,
planning or technology – can be le
untouched. But these are the very
areas where transformation can have
the biggest impact.
We encourage all partners to keep
evolving, stay curious, and prioritise
their development as business owners,
just as much as they do as advisers.
The intermediary landscape is
changing. We’re proud to provide
support with practical tools and
guidance that will help advisers not
only meet today’s challenges, but
thrive in the years ahead. This is one
more way we’re demonstrating our
commitment to helping firms grow,
lead and succeed. ●
