MPA 25.06

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AUSTRALIAN MORTGAGE AWARDS

Celebrating the industry’s finest

PRIVATE LENDING Watchdogs sharpen their claws

How social media fuelled a deeply personal broking journey

Redom Syed Flint Group

Helping you and your customers get to a good place

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UPFRONT

02 Editorial

What’s better than bragging rights?

04 Statistics

The 15 most a ordable housing markets – and more

06 Opinion

Pinpointing the right loan features can be a game changer, says Liberty’s David Smith

FEATURES

Regulatory developments are sowing the seeds for change

12 ’Tis the season for new prospects Now is the perfect time for brokers to o er SMEs their support

TOP 100 BROKERS

Australia’s top mortgage brokers are achieving unprecedented results, driven by experience, trust and performance at scale

BIG INTERVIEW REDOM SYED

The award-winning broker on his social-media fuelled personal journey to national recognition

16 Standing out from the crowd E ective broker marketing starts with the people around you

76 Get your team moving

Integrating exercise into the work day boosts productivity and creativity

How non-banks are becoming first-choice lenders for a

PEOPLE

78 Brokerage insight

FirstPoint owns its space with a lean team and a local focus

80 Other life

For Shore Financial’s Edward Ta a, golf is more than just a hobby

Our daily newsletter. Keep on top of property market trends, business strategy, and what industry leaders have to say.

DECEMBER 2025

What’s better than bragging rights?

Iworked as a bar manager in a previous life. Perhaps not the most esteemed of professions, but many of the lessons I learned over all those years of serving drinks have stuck with me. Among them was the adage, ‘look after the regulars and the regulars will look after you’. It’s a lesson every small business – bar, bookstore, brokerage – ignores at its peril. Your community can be your greatest advocate and cheerleader and is more often than not a proving ground for your fledgling business as you seek global domination.

Unfortunately, this message can be lost in the age of cringy LinkedIn clout-chasing, as the distorting e ects of social media compel us to inflate our successes beyond what’s actually true.

So it’s always refreshing to meet up with brokers and other small business owners who put status aside to focus on what really matters – building trusted networks, loyal communities and loyal client bases.

Cess Rodriguez, Aira Olgado

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I have got great satisfaction over the past couple of months, hearing about the many ways brokers remain invested in their local communities. Whether they are sponsoring their local football team, organising professional meet-ups with like-minded brokers to share business strategies, or donating their precious free time to charity, it’s clear that the best brokers don’t forget what got them there in the first place.

It also makes perfect business sense. In our Broker Marketing feature on page 16, broking industry experts discuss the importance of thinking local when building a name for yourself. Long-term success is often built on those initial relationships you develop through friends and family.

A self-aggrandising LinkedIn post might get some decent engagement, but the truly great brokers know that bragging rights are shallow. They know the virtue of living by word of mouth of the clients they’ve helped through thick and thin.

Don’t take my word for it. Have a read of MPA’s Top 100 Brokers feature on page 45. You won’t find many of them attributing their success to social media likes. Rather, they understand the basic fact that the clients they look after will look after them.

William Farrington, editor, MPA

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$11.8trn

Total value of Australia’s housing market, the highest on record

SYDNEY, ADELAIDE LEAD HOUSING STRAIN

Sydney remains the world’s second least a ordable housing market, with prices 13.8 times household incomes, according to Demographia’s 2025 report. Adelaide has overtaken Melbourne and Brisbane as Australia’s second least a ordable city, while Perth remains its most a ordable capital.

2.2%

Quarterly rise in national housing values to Sept 2025, signalling renewed market momentum

RENTS RISE AS VACANCIES FALL

Australia’s rental market tightened further in Q3, with national vacancy rates hitting a record low of 1.47%. Cotality reported that rents rose 1.4% in the quarter, pushing

143%

Surge in number of million-dollar suburbs over five years, expanding beyond traditional prestige postcodes

50%

Portion of pre-tax income an average household needs to service a $1 million mortgage

capital city rents above $700 per week for the first time.

MEDIAN WEEKLY RENTAL VALUE, Q3 2025

Croydon Park, SA

WOMEN MORTGAGORS FACE HIGHER STRESS

DARWIN LEADS PROPERTY GROWTH

Roy Morgan’s research shows mortgage stress hits single women hardest, reflecting lower full-time work rates and income inequality –especially among women aged under 34, who earn just 82% of men’s median income.

Darwin dominates the list of suburbs with the biggest dwelling value gains since February’s rate cut, led by Wanguri and Durack at 20.1%. Perth’s Haynes and Mandogalup were the only non-Darwin suburbs to break into the top 10, Cotality reports.

SUBURBS WITH THE

Wanguri, Darwin

Durack, Darwin

Moulden, Darwin

Gray, Darwin

Woodro e, Darwin

Alawa, Darwin

Gunn, Darwin

Haynes, Perth

Mandogalup, Perth

Zuccoli, Darwin

$1M CLUB EXPANDS NATIONWIDE

Brisbane tops the nation for new million-dollar property markets, adding 38 suburbs since September 2024, ahead of Sydney’s 36. Cotality reports that one in three Australian suburbs now has a seven-figure median, marking record membership in the once-prestigious million-dollar club.

Seeing loan features through a new lens

Brokers could miss opportunities by not fully exploring how certain loan features can benefit specific customers, says Liberty’s David Smith

BORROWING CAPACITY and housing a ordability continue to be key challenges for Australians looking for paths into the property market.

While more borrowers are realising there are alternative options to requiring a 20% deposit to buy a home, there are still misconceptions around some lending features that could be ideal for certain market segments.

Misconceptions around the suitability of specific loan features can arise among both customers and brokers, particularly when

past the typical 30 years. However, for some customers, a 40-year term could be a smart solution for their unique circumstances.

Firstly, longer terms and lower repayments could allow homebuyers to increase their borrowing power and avoid missing out on their dream property. This could be an ideal option for customers who require more borrowing capacity to get into the market.

For other borrowers, the focus might not be on paying down their mortgage as quickly as possible but rather on managing cash flow.

For some customers, a 40-year term could be a smart solution for their unique circumstances

it comes to features that could be game changers for some people.

Broker education is critical. The more information brokers have on loan features and what could work for di erent individuals, the more customers they can help while also facilitating business growth. Customers could find opportunities they might not have been aware of, while broker businesses expand the range of borrowers they’re serving.

Let’s explore some of these misunderstood lending features and what they could o er.

Flexibility with 40-year loan terms

Discussions around 40-year loan terms have increased in the market lately, but there is still some apprehension around extending terms

Forty-year loan terms could be suitable for borrowers who might be able to a ord the requirements of a 30-year loan term but prefer to use their money for other investments.

The key for brokers is to take the time to holistically assess the needs of each customer and find options that align with their goals. Then, if a 40-year term fits their requirements, make sure they are well informed about repayments and other considerations.

Increased loan limits supporting property journeys

The idea of larger loans may feel less comfortable for some borrowers and brokers, particularly when higher LVRs are involved. However, this could be an ideal feature for select people

at certain times in their lives. For example, one property journey could involve buying an ‘entry-level’ home to get a foot in the door. The next step could be upgrading to a larger property or a di erent location before finally buying the dream home down the track.

With each property purchase comes additional costs. From stamp duty to multiple moving expenses, these can amount to a significant extra sum. Higher loan limits could allow borrowers to secure their ideal property with their first purchase, which might be more suitable for some people in the long run.

Brokers who understand the full picture can help customers make informed choices that support their property journey, not just their first purchase. Larger loan sizes can also open up a whole new group of customers that brokers could be missing.

Custom solutions are not always complex

One of the biggest myths in mortgage broking is that custom loans are too hard and not worth the e ort. If a broker is educated on the processes and has good support from BDMs and scenario teams, then ‘complex’ deals can actually be straightforward.

Take low-doc loans, for example. They’re a great option for self-employed borrowers, but the process is di erent due to alternative income verification. Brokers only need to reach out to their BDM and chat through the steps to realise how simple they can be. By passing up custom loans because of perceived complexities, brokers could be missing out on large market segments.

Another example is self-employed borrowers with tax debt. If brokers work with a lender that allows borrowers to consolidate this debt into their home loan, it can save the customer a significant amount of money on interest.

With the right knowledge and lender support, these are the types of scenarios brokers can take on with confidence, allowing them to help more customers and expand their businesses.

David Smith is the chief distribution o cer at non-bank lender Liberty.

TURNING HARDSHIP INTO PURPOSE

From family

misfortunes to national recognition,

Redom Syed’s deeply personal broking journey has come full circle

THE FOUNDATIONS of Redom Syed’s career in finance were laid at an early stage in life.

Growing up, he saw first-hand how financial stress can devastate hard-working Australians, as his own family lost their home after falling behind on repayments.

While the experience left an indelible mark on Syed, it also gave him a clear purpose in life. “It showed me how deeply financial stress impacts families, and I knew I wanted to spend my life helping people avoid that same pain,” says Syed.

Emerging from the EY graduate program in 2012, Syed spent three good years in Canberra as an economist at the Federal Treasury before establishing a career in mortgage broking. He looks back on his time as an economist fondly, even if it was not the career path he ultimately wanted to take.

“Treasury was an incredible environment,” recalls Syed. “I was surrounded by some of the smartest minds in the country, learning how money, policy and systems work at scale. But it was all theory, numbers on a page. I wanted to bring that knowledge back to the real world – to help everyday Australians make smarter, more confident decisions with their money.”

Syed quickly realised that being a broker is about far more than just securing a loan. It’s about being a trusted partner to Australians making what is often the biggest financial decision of their lives.

“That’s a privilege,” says Syed. “Seeing that trust first-hand made me rethink what broking

could be. It wasn’t about transactions; it was about transformation – about helping people make decisions that change the trajectory of their lives. That realisation became the foundation for everything we’ve built since.”

While he found his calling in mortgage broking, the lessons he learned as a working economist have stuck with him to this day.

Syed understands how incentives drive societal behaviours, “whether that’s in markets or in people”.

Being a trained economist “means I don’t chase noise”, he says. “I focus on cycles, trends

scooped up Finance Broker of the Year NSW and ACT) at the 2025 FBAA Awards of Supremacy, before returning to the stage to accept the biggest gong of the night, National Finance Broker of the Year.

How does it feel to receive this recognition?

“It’s surreal – and honestly emotional. It feels like a full-circle moment. I started this journey after watching my family lose our home. Twenty years later, to stand here with a business that helps thousands of Australians make smarter financial decisions... it’s humbling.

“Be the A-player occasionally, but mostly focus on empowering others to shine. That’s how you turn a business into a movement”

and fundamentals – the patterns that really matter over time. That perspective has been a huge advantage in guiding both clients and the business through changing markets.”

Syed’s experience as an economist also helped him understand how policy, psychology and timing intersect to shape financial outcomes. “That foundation helps me simplify complexity for clients and brokers, breaking big ideas down into something practical and actionable.”

A year of recognition

Syed’s hard work and determination have been handsomely recognised in 2025. He

“It’s also not just my award; it belongs to every person who’s been part of the journey. My family, my team and our clients who’ve trusted us from the start. It’s proof that purpose and consistency beat hype every single time.”

It was undeniably a year of transformation, as Syed merged his brokerage, Confidence Finance, with national brokerage Flint Group, where he now serves as managing director.

Being a leader has been a giant learning curve for Syed. He has had to learn when to be hands o and when to trust others to lead – easier said than done when your hardearned reputation is on the line.

Name: Redom Syed Company: Flint Group Years in the industry: 11

Recent career achievements: FBAA National Finance Broker of the Year; 7 x MPA Top 100 Broker

BIG INTERVIEW

“When you start out, you do everything yourself because you have to,” Syed says. “But as you grow, holding on too tightly becomes the thing that limits you. The hardest – but most important – shift is learning to trust others to lead. Be the A-player occasionally, but mostly focus on empowering others to shine. That’s how you turn a business into a movement.”

When it comes to bringing a fresh face into the team, Syed looks for “hunger, humility, integrity and growth mindset”. These are the skills that can’t be taught – it’s easy to teach someone how to lodge a loan, but drive and attitude must come naturally.

“It’s shown me that connection beats scale. My channel isn’t the biggest, but people who find it often stay for hours. Watch time builds trust, and trust builds business.”

But flashy content can only go so far in building genuine business partnerships. Syed believes that YouTube, podcasting and the like have “amplified” the human side of finance.

“People want to feel who they’re dealing with before they buy anything, especially when it’s financial. Podcasts and video let people connect with your tone, values and personality before you ever meet.”

Syed’s crystal ball tells him the most

“If you can earn people’s time and teach them something valuable, you don’t need to sell – they’ll come to you. Attention became our way to scale trust at a national level”

“I look for people who are curious, coachable and genuinely want to help clients,” says Syed. “The best people are those who want to grow the pie for everyone – not just themselves. That mindset is what makes teams unstoppable.”

E ective marketing played no small part in this success.

Content does convert

Syed’s journey is as digital as it is personal. To date, he has created nearly 1,000 YouTube videos and a popular property podcast with over 8,000 subscribers.

It’s done wonders for lead generation, with around 80% of warm leads coming through YouTube alone. As a result, Syed is sceptical of brokers who contend that, as the saying goes, “content doesn’t convert”.

“I’d say it doesn’t convert if you don’t commit … In the last nine months alone, over 1,300 people have gone straight from my videos to booking calls with my team. That’s not followers – that’s clients.

successful brokers over the next decade will be the ones who show up consistently online. “The top 10 brokers in 2028 will all have strong personal brands and social presence, because trust will be built long before the first meeting,” he predicts.

For Syed, the benefits of building an online presence clicked when the phone calls changed. “People stopped comparing quotes or shopping around. They were calling because they already knew us. They’d been following, learning and connecting long before that first conversation.

“That’s when I understood that attention is just another word for trust. If you can earn people’s time and teach them something valuable, you don’t need to sell – they’ll come to you. Attention became our way to scale trust at a national level.”

“Don’t wait for perfect – start showing up, and keep showing up,” adds Syed. “You can’t build trust in silence. The brokers who win the future will be the ones who communicate with purpose, not polish.”

SOCIAL MEDIA PRESENCE

1,000+

videos on YouTube

40,000+

monthly podcast downloads

80% warm leads though YouTube alone

7757 reviews on

Helping SMEs through holiday season crunch

Brokers who diversify their business offerings now will have a running start in 2026, says SME specialist Bizcap

AS 2025 winds down, many small and medium-sized enterprises are reviewing their finances and planning for growth in 2026.

This makes it an ideal moment for brokers to open a dialogue with their clients about their business lending needs, especially as a growing number of SMEs are turning to brokers to help secure funding.

“By engaging clients in conversations about their 2026 business plans, brokers can uncover opportunities where additional capital might be required, whether it’s for expansion projects, new equipment, hiring, or simply bolstering cash reserves,” says Nathan Evans, senior business development manager at Bizcap.

Since many SMEs will be reviewing their budgets, growth plans and potential funding

• Fast Business Loans: Bizcap’s go-to product for immediate financing needs provides borrowers with access to between $5,000 and $500,000, making it ideal for bridging sudden cash flow gaps.

• Small Business Loans: For broader business goals, including expansion projects and managing everyday operations, these loans range in size from $5,000 to $4 million and are often available within 24 hours of approval.

• Secured Business Loans: For established businesses seeking larger loans or better rates, this option enables SMEs to provide an asset as collateral for more favourable terms, making it suitable for significant investments like scaling operations, major capital purchases or long-term projects.

“[Brokers] should proactively raise the topic of business lending now – not wait until a crisis arises”

Nathan Evans, Bizcap

needs as the new year approaches, brokers “should proactively raise the topic of business lending now – not wait until a crisis arises”, Evans says.

And by sparking a conversation around what their plans for the new year are and whether they’re expecting a funding gap, brokers can uncover opportunities early.

“This opens the door to discuss solutions like a short-term small business loan or a flexible line of credit,” Evans explains. “Brokers can add real value by informing SME clients of financing options available beyond the traditional bank loan, especially fast, non-bank alternatives.

“Brokers who highlight these fast solutions – and explain that lenders like Bizcap look beyond just credit scores to consider the whole business story – will position themselves as forward-thinking partners.”

Bizcap o ers a suite of tailored financing solutions to meet these needs, including:

• Bridging Finance: With funding of between $150,000 and $4 million available, this temporary funding option can plug cash flow gaps during transitional periods.

• Line of Credit: Bizcap’s revolving credit facility provides continuous, on-demand access to funds at an approved limit of up to $500,000 for qualified businesses.

• Line of Credit (LOC) Ultra: In late 2025, Bizcap launched this enhanced credit o ering with a repayment rate of just 8% for the first month. This is a great option for businesses seeking an alternative to invoice financing or debtor finance.

Helping SMEs with mounting challenges

As the calendar year draws to a close, Bizcap is seeing strong interest in its working capital loan options as businesses need extra liquidity to navigate a period of heightened activity, followed by a potential slowdown right after.

DIVERSIFICATION

“Key drivers for needing funds include inventory and stock purchasing,” says Evans. “Retailers and wholesalers, in particular, must stock up significantly in anticipation of Christmas and summer sales.

“That means paying suppliers in advance and increasing stock levels, which ties up cash. Similarly, hospitality businesses – restaurants, caterers, event venues – incur higher costs ahead of the holiday rush: ordering extra food and beverages, decor and other supplies to serve the influx of customers.”

Working capital is also being deployed for sta ng and payroll purposes as many businesses hire seasonal sta or pay overtime to handle the peak demand in November and December. Often, wages and associated costs are due before revenue generated from holiday sales is fully realised, creating a “timing gap”.

Evans says, “We’ve seen clients take out short-term working capital loans to cover payroll through January, especially if their receivables won’t be paid until late January or February.

“Some industries experience a temporary slowdown or shutdown over the Christmas/ New Year period, such as construction, where many sites close for a few weeks. For those businesses, revenue pauses but expenses –rent, salaries for core sta , equipment leases – continue, so they may seek funding to bridge that quiet period.”

“The holiday period brings both a boom in sales and a host of cash flow headaches for business owners”

Mendy Ash, Bizcap

Unfortunately, the challenges don’t end there for SMEs.

The tight labour market has been a “doubleedged sword”, says Bizcap’s senior business development manager, Mendy Ash. “While unemployment has ticked up slightly, many sectors report di culty finding skilled sta , and competition for talent drives wages higher. These resource shortages, especially skilled labour, remain a critical challenge.”

Furthermore, consumer spending continues to be patchy at best amid a shallow rate-easing cycle and economic uncertainty. “Weak household spending means many SMEs have seen slower revenue growth than expected,” adds Ash. This makes it all the more important for brokers to guide their clients through these rocky times.

Perfect time to diversify

The summer months provide a perfect opportunity for residential-focused brokers to diversify into the SME space. Property markets tend to cool throughout the fourth quarter

as families head o on holiday. Conversely, summer is also the peak season for many SMEs, particularly those operating in the hospitality, retail, logistics and trades industries.

“The holiday period brings both a boom in sales and a host of cash flow headaches for business owners,” says Ash. “This is exactly when a broker with business lending solutions can step in to help.”

While summer can bring with it cash flow lulls for certain businesses, even this provides opportunities for savvy brokers. “Funding solutions can often help businesses cover payroll during seasonal lulls or fill short-term funding gaps so they can keep operations running smoothly,” Ash explains. “By diversifying, brokers can capitalise on these seasonal financing needs.”

Bizcap is seeing a growing number of brokers taking advantage of these diversification opportunities. Because at the end of the day, “it keeps the client from wandering to another broker or lender, positioning the broker as a holistic solution”, says Ash.

FOCUS: BROKER MARKETING

Broker marketing starts at home

Every brokerage wants to take over the world, but when it comes to positioning yourself in-market, good practice starts locally

WHEN YOU’RE up against a 22,000strong army of healthy competition, broker marketing can feel like a Darwinian survival of the fittest. Social media is awash with slickly produced content by brokers at the top of their games, garnering hundreds of impressions on the daily.

Of course, social media doesn’t always reflect reality; but the reality remains that, with so many brokers on the beat, marketing can make or break your business.

Speaking to the experts, it’s clear that, despite living in the social media age,

effective marketing starts with the people around you.

“The right marketing strategy depends on your stage of business,” says Blake Buchanan, general manager of mortgage aggregator Specialist Finance Group (SFG).

New-to-industry brokers are far more inclined to lean on family members, friends and professional networks to help grow their portfolios. “That might mean phone calls, emails and legally obtained marketing lists that feed into CRM-driven newsletters,” says Buchanan.

For its part, SFGconnect gives brokers access to in-built marketing tools that automatically tag and group clients – from first home buyers to investors, renovators or any other type of client – and then place them on targeted communication journeys.

“As a broker matures, so should their marketing,” Buchanan continues. Social media – whether that’s TikTok, Facebook, Instagram or LinkedIn – becomes far more important, but regardless of platform, “the focus should shift towards higher-quality, more polished content.”

“Over time, marketing evolves from ‘getting your name out there’ to positioning yourself as a trusted expert in your niche,” he adds.

Regardless of what stage of your career you’re at, Buchanan stresses the power of using your existing network to your advantage. “Every client, every interaction and every partner connection is a marketing opportunity. A single home loan transaction typically involves a real estate agent, a solicitor or conveyancer, an accountant and of course the client’s own family, friends and workplace.

“When you think about that network, the potential reach of one client multiplies quickly. SFG systems enable brokers to record and tag these associated contacts, allowing automated marketing to extend to the wider circle.

“Don’t just market to your client – market through them by staying visible to the people they already trust.”

Be your true self

Sally Chadwick, executive manager corporate communications, events and franchise marketing at Mortgage Choice, says, “It’s so important that brokers can identify what’s unique about their business and the service they provide. It’s a crowded marketplace, and you need to stand out in a way that’s true to yourself.”

Chadwick stresses the importance of finding ways to showcase your unique skill sets, but you should also show your customers and potential leads “the real you”, she says.

media platforms like Instagram and TikTok will be key to connecting with this audience,” says Chadwick.

LinkedIn, notes Buchanan, works better for targeting high-net-worth and professional clients.

Be money wise

As professionals to which Australian homeowners entrust the largest financial decisions of their lives, brokers are expected to have their own finances in order. This surely doesn’t include investing in

“Too many brokers still view marketing purely as lead generation. In reality, the goal should be reputation, education and trust”

Blake Buchanan, SFG

Chadwick cites examples of Mortgage Choice brokers who speak languages other than English. “Many of them highlight this in their marketing to appeal to different cultural demographics,” she says, although it could be as simple as posting pictures of your beloved pet to project your authentic self.

In a time when 22,000-plus brokers are all jostling for attention, differentiating yourself from your competitors is only becoming more important.

“Being strategic with your marketing is what will help you truly stand out in a competitive marketplace,” says Chadwick. “Brokers aren’t just competing with each other; they’re competing with lenders, including the big banks and their multimillion-dollar marketing budgets. What helps brokers truly stand out is the personal connection they nurture with their customers and local community.”

It’s also essential to be clear on who your target market is and to make sure your content is showing up where they are looking. “For example, if you’re trying to attract younger first home buyers, social

marketing ventures that provide poor returns. Buchanan believes brokers often make the mistake of rushing into marketing without measuring returns or understanding the “cost of noise”.

He says, “Search-engine optimisation [SEO] and paid lead generation can be expensive, and when the big players are also ramping up their ad spend, your own cost per lead can skyrocket.

“Unless you’re playing at a high level in that space, those funds might be better directed towards strategies that are more personal, measurable and community driven. Sponsoring a local sports team, hosting a free-coffee morning or collaborating with nearby businesses can often deliver a far stronger return on both relationships and reputation.”

This community- and/or niche-driven element is where Buchanan is seeing a lot of success across the SFG brokerage network. St Marys-based Mortgage Choice franchise owner Nicole Nation, meanwhile, has found a lot of success in co-hosting seminars with other western-Sydney-based brokers.

Nation explains, “When I brought up the idea to run the webinars, a few other local brokers said they’d love to do something similar. So we started planning our first seminar together, targeted at first home buyers. We split the cost and the workload, which made it easy to manage, and we leaned on each other for support.

AUSTRALIA BROKER DENSITY GREATER THAN EVER

SECTOR FOCUS: BROKER MARKETING

“The Mortgage Choice marketing team provided the materials to help us promote our first seminar, including email invites to send to our customer databases, and the seminar deck that we used for our session,” Nation says. “This meant we could focus on local networking, like encouraging customers to bring their adult children. That personal approach was highly e ective.”

The results speak for themselves: Nation settled two loans directly from that first seminar, with another opportunity in the pipeline. “We’re already planning our next seminar – targeted at investors,” she adds.

But while marketing campaigns are inevitably measured in dollar returns, it’s important to understand that it’s not just a numbers game.

“Too many brokers still view marketing purely as lead generation,” says Buchanan. “In reality, the goal should be reputation, education and trust. People researching you online should find a professional, credible presence – great website, helpful videos and genuine client reviews.

“Even before a conversation begins, your online footprint should make clients feel like they already know and trust you. Marketing isn’t just about getting found; it’s about being believed once they do.”

Tools of the trade

“At Specialist Finance Group, marketing enablement is built into the way we support

BROKER DENSITY HIGHEST IN VICTORIA

their audiences and measure real-world impact”, he adds.

Many SFG brokers are also combining SFG’s in-house tools with professional content-creation support. “Using creative agencies or freelance editors to cut and

“It’s so important that brokers can identify what’s unique about their business and the service they provide”

Sally Chadwick, Mortgage Choice

brokers,” says Buchanan, reiterating the benefits of SFGconnect intelligent tagging and automated campaigning capabilities.

Recent upgrades to SFG’s CRM and analytics systems “have made it even easier for brokers to track engagement, segment

repurpose content can add real polish – and it’s often more a ordable than people think,” Buchanan says.

As franchise owners, Mortgage Choice brokers “benefit from our ongoing investment in one of Australia’s most recognisable

broking brands”, says Chadwick.

Mortgage Choice runs national brand campaigns to boost brand awareness and conducts regular incentive campaigns to drive leads, while national partnerships like its sponsorship of the NBL help brokers connect with new audiences.

“However, our support doesn’t stop there,” adds Chadwick. “The real power of a franchisee’s marketing is at the local level, so we equip brokers with the support and tools they need to run powerful local campaigns and events.”

All in all, while social media has made it easier than ever to reach global audiences, brokers should not forget the power of thinking locally. This is the area where most brokers will succeed or fail in the first place.

As Buchanan says, “Do it well and your marketing will not only generate new leads but cement long-term trust – the kind of trust that turns one client into many.”

Australia broker density by state and territory

Broker density per 10,000 adults

SECTOR FOCUS: PRIVATE CREDIT

Private lending on cusp of change

Rapid growth of the private credit sector has made industry watchdogs more hawkish than ever. Could this be a good thing?

IT IS a fascinating – possibly nervous – time for private credit. While only representing a sliver of the property lending market, recent regulatory developments are sowing the seeds for change.

As it stands, private credit, encapsulating tax, family office and institutional investors, has less than half a percentage point share of the residential mortgage market, per CBRE Group research published in July. That figure increases to 4.2% of commercial lending and 26% of the residential development segment.

While real estate private credit is currently worth an estimated $50 billion (to put it into context, Australia’s real estate sector is worth over $12 trillion), CBRE estimates that this will increase to $90 billion by 2029, driven primarily by residential development and commercial lending.

Like the wider alternative lending space, brokers often turn to private credit to facilitate riskier, higher-LVR loans not commonly serviced by traditional lenders. But the rapid growth of the private credit sector has brought increased regulatory scrutiny along for the ride.

ASIC has been on a tear, issuing interim stop orders on several top-tier credit funds while promising to increase its oversight and scrutiny of the industry in the year ahead.

Prominent industry experts see this as a challenge as well as an opportunity.

“Yes, regulators are watching the private credit space more closely,” says Royden

D’Vaz, general manager – distribution and partnerships at private lender Assetline. However, from Assetline’s perspective, “that’s not a deterrent; it’s validation”.

“Oversight is likely to target transparency, investor protection and systemic risk, not to eliminate private lending altogether,”

D’Vaz explains.

Matthew Porch, head of distribution at Aquamore Finance, adds, “More transparency is probably the positive force to come out of increased oversight”, although he maintains that “regulation” is the wrong term to use here.

“More ‘regulations’ aren’t necessarily a good thing, but more accountability on the

true risk position that certain deals present –and how these are mitigated properly – will give the space more legitimacy and will benefit everyone from investors through to brokers and borrowers,” Porch explains.

The regulatory spotlight on private credit has indeed been intensifying, with recent enforcement actions taken against some of the biggest players in the private credit space, including La Trobe Financial, which has served as a warning for the wider industry.

ASIC slapped two stop orders on two La Trobe Financial products, with the regulator suggesting the target market for the funds may have implied an “inappropriate

PRIVATE REAL ESTATE CREDIT TIPPED FOR $90BN IN 2029

level of portfolio allocation given the risks of the fund”. The stop orders did not relate to the funds’ performance, liquidity, advertising or the product disclosure statements, and the stop orders were swiftly lifted.

While a headache for the company, La Trobe Financial’s response to the stop orders was praised by other players in the industry, who saw it as a benchmark for transparency and compliance.

But such instances serve as a reminder of the regulatory risks at stake for the private credit sector, and the need to be on the front foot as the watchdogs turn their gaze to other players in the industry.

Porch hopes that this increased oversight from ASIC will bring all players into “some kind of benchmarked standard in regard to lending”, which will make some operators “accountable for the decisions they have made in regard to credit risk”.

He adds, “This consistency will also be good for brokers who I am sure can find private lending a bit of a minefield in regard to who is doing what and when.”

However, striking the wrong regulatory balance risks doing damage to an important segment of the lending market for small business and non-standard borrowers locked out traditional financing avenues.

“Oversight is likely to target transparency, investor protection and systemic risk, not to eliminate private lending altogether”

Royden D’Vaz, Assetline

Preparing for regulatory showdown

“My biggest concern is that if ASIC starts to overregulate the non-coded commercial lending space, it could make it much harder for small businesses to obtain working capital and make fast, flexible decisions,” says Porch.

“The reason this space has traditionally been unregulated is to keep things accessible for small and medium enterprises. If regulation goes too far, it could really restrict access to funding for these businesses.”

However, “it’s imperative lending standards do not slip or are allowed to degrade to the point credit risk becomes unmanageable and starts to cause a systemic issue”, Porch adds. “I can completely see why ASIC is trying to understand the space a little better.”

Porch notes that Aquamore has a strong credit and operations team, “which ensures compliance with both our institutional ware-

house facility and our Australian Financial Services Licence”.

“We have to undertake a quarterly audit and answer to trustees on every dollar that comes in and out of the business, so our compliance obligations are always top of mind. We undertake hindsight and spotcheck reviews on our files to continue building our experience and understanding of where we might have gone wrong in assessing previous transactions.”

D’Vaz described a similar process, adding, “At Assetline, we proactively adopt bank-like governance and responsible lending frameworks to stay ahead of any formal regulation.”

Red flags, green flags

“Established private lenders like Assetline who have a solid track record and institutional backing tend to have more sophisticated and

SECTOR FOCUS: PRIVATE CREDIT

PRIVATE CREDIT SEEING STRONG PENETRATION IN REAL ESTATE DEVELOPMENT

diversified funding structures,” says D’Vaz. These often include warehouse credit lines, securitisation, investment funds or institutional partnerships.

“By contrast, smaller or newer private lenders often rely on simpler and more limited funding sources, such as personal or partner capital, joint venture agreements or high-yield capital,” he continues.

“Because their funding base is narrower and more relationship-driven, they may face liquidity constraints and offer smaller loan sizes or higher rates to manage risk and maintain margins.”

When choosing a private lender to work with, D’Vaz recommends brokers ask themselves the following questions:

• How long has the private lender been in business?

• What is their reputation in the industry?

• What is their track record with regulators?

• What is their loan book size?

• Have they done this loan previously? (With an experienced private lender, chances are they have seen this scenario before)

• Who are they affiliated with in the industry? Are they members of industry bodies like the MFAA or FBAA?

In Porch’s view, one glaring red flag is the presence of large upfront fees on transactions payable before an approval is secured.

“Stable sources of funding is also a green flag. Don’t be afraid to ask where the money is coming from to fund the proposal,” adds Porch.

Meeting bespoke needs

In many ways, private credit is undergoing the same transformation the mortgage broking industry did in the aftermath of the banking royal commission.

The introduction of the best interests duty (BID) following the royal commission was a gigantic wake-up call for the broking industry, ushering in a new era of compliance and regulation.

BID has only been a good thing for brokers: between 2021 (when BID came into force) and 2025, broker market share of new residential home lending has soared from below 60% to nearly 80%, bolstered by renewed trust in the broking industry among the general public.

Could private credit’s turn be next? It remains a small sliver of the Australian mortgage finance space, but history shows that nothing is ever set in stone.

As D’Vaz notes, “Over the past several years, we’ve seen tighter bank lending standards, especially in residential and commercial real estate; higher capital adequacy

“If regulation goes too far, it could really restrict access to funding for these businesses” Matthew Porch, Aquamore Finance

Some lenders, explains Porch, charge due diligence or application fees before they have even looked at the deal, giving a false sense of appetite in order to attract these fees, saying yes before they have even understood the transaction.

As for green flags, “lenders that are aggregator aligned, given the level of compliance aggregators quite rightly put their lenders through, should give you comfort as a broker in who you are dealing with”.

requirements forcing traditional lenders to pull back from non-prime or complex borrowers; and increased demand for bespoke financing, where borrowers need flexibility on structure, speed or security rather than just rate.”

Private lenders like Assetline and Aquamore are helping to plug this gap left by traditional lenders, but growth will only come under the all-seeing gaze of the industry watchdogs.

LENDERS OF FIRST RESORT

In times of unprecedented market competition, non-bank lenders are winning trust one broker at a time through innovation, product diversity and sheer people power

IT WAS another packed room for this year’s Non-Banks Roundtable as nine representatives from the biggest and best challenger lenders gathered at Cafe Sydney to discuss the key mortgage broking topics of 2025.

The stacked roster was hardly a surprise, given the remarkable rise to relevance Australia’s non-bank lenders have enjoyed in recent years. No longer shall they be referred to as the lenders of last resort, the non-banks have proudly proclaimed in recent times. Rather, these alternatives to the traditional banks have cemented their place as a mainstay of Australia’s home lending scene, thanks to innovative product o erings, higher risk appetite and a strong focus on delivering through the broker channel.

Yet there is no shortage of challenges for these non-bank lenders. Competition is rife, brokers and customers are becoming more demanding than ever, market share is seeing swings and roundabouts, and artificial intelligence technology is leading the sector into uncharted waters. But as the conversation flowed around the table, it became clear that these industry leaders are tackling these challenges with gusto.

One of the biggest revelations of the day was just how diverse Australia’s non-bank lenders are. Each has managed to carve out its own identity in a saturated market through innovative product structuring and client-centric adaptability.

Joining MPA for the 2025 Non-Banks Roundtable were:

• Belinda Wright, head of partnerships and distribution, Thinktank

• David Smith, chief distribution o cer, Liberty

• Royden D’Vaz, general manager, distribution and partnerships, Assetline

• Tony MacRae, chief commercial o cer, Bluestone Home Loans

• Cory Bannister, chief lending o cer, La Trobe Financial

• Tim Lemon, national sales manager, MA Money

• Jason Arnold, group executive, origination, Pallas Capital

• Siobhan Williams, head of mortgages, retail broker, Pepper Money

• Tim Ford, head of strategic partnerships, ORDE Financial

• Katie Thomas, managing director, Focus Finance – the roundtable’s guest broker

What specialist lending segments will you be pursuing with greater intensity in the year ahead?

The sheer diversity of the non-bank lenders gathered around the table was one of the day’s biggest talking points. But there were also some common themes that ran throughout. Bridging finance, for instance, has gained traction across the non-bank

NON-BANKS ROUNDTABLE 2025

THE PANELLISTS

sector in recent times, while SMSF lending and non-conforming loans remain cornerstone o erings of the industry.

With Thinktank’s residential business “doing really well”, the group’s focus is shifting back to its commercial finance roots and the SMSF space, especially in light of the proposed government changes to superannuation tax treatment recently becoming clearer.

“We’re rethinking the broker experience in the SMSF and commercial spaces, with a strong focus on speed, simplicity and support so they can spend less time on process and more time helping their clients,” Wright said.

Smith added, “Specialist lending is at the heart of what Liberty does best, and it’s where we shine. We will continue to focus on custom solutions and alt-doc options, as well as look for new ways to do things di erently.

“In the year ahead, we’re excited to explore new opportunities in our residential loan o ering. We’ll also look to extend our SMSF loan o ering to help brokers support even

“Brokers are incredibly loyal when you provide competitive pricing, reliable service and genuine support” Belinda Wright, Thinktank

more Australians investing in property to support their future.”

Assetline, with more than a decade-long track record in short-term private credit, remains committed to its core o ering.

“That will always be our focus; it’s in our DNA,” said D’Vaz. However, the business has expanded its reach into term facilities and the SMSF space.

Bridging loans are also attracting greater attention. “As it’s getting out a bit more and brokers are starting to embrace it, I’m starting to see that big growth channel,” D’Vaz explained.

He noted that the perception of bridging finance as expensive is changing, especially

with more brokers embracing this space. Thomas concurred with this assessment of bridging finance. “We’ve definitely seen more interest in the bridging sector than probably before. That’s come from confidence in the market,” she said.

Bluestone’s focus remains on nonconforming and near prime lending, with the team recently strengthened to support this direction. It is also launching alt-doc construction and small-ticket commercial o erings, following a successful pilot. “We see a space in the market to o er brokers extra value and flexibility, and we’re keen to play in that space,” MacRae said.

At La Trobe Financial, Bannister sees

Siobhan Williams Head of mortgages, retail broker, Pepper Money

Royden D’Vaz General manager, distribution and partnerships, Assetline Capital

Katie Thomas Managing director, Focus Finance

BROKER

Tim Lemon National sales manager, MA Money

Tim Ford Head of strategic partnerships, ORDE Financial

Belinda Wright Head of partnerships and distribution, Thinktank

Jason Arnold Group executive –origination, Pallas Capital

Tony MacRae Chief commercial o cer, Bluestone Home Loans

Cory Bannister Chief lending o cer, La Trobe Financial

David Smith Chief distribution o cer, Liberty

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NON-BANKS ROUNDTABLE 2025

construction finance as “an enduring tailwind” as it relates to the ongoing housing supply issue. With the government’s house-building targets consistently coming in short, it’s hard to disagree.

MA Money is evolving its alt-doc products with bigger loan amounts and greater risk appetite. The lender is, in Lemon’s words, being “a bit more adventurous” in the space.

“We’ve just launched our commercial offering and our bridging products … The bridging product for us took off quickly, which is surprising, but there seems to be a huge need for it,” added Lemon.

Construction finance remains Pallas’s “bread and butter”, particularly in the mid-tier space. However, Arnold revealed a renewed focus on the $3 million–$10 million low-doc commercial and residential investment segment, with new products in the pipeline in this space.

“That’ll be a heavy focus for us,” he said.

Pepper Money is “really doubling down on the real-life segment”, said Williams, referring to near prime and specialist customers

as well as the non-standard-income segment.

“We think that that sector continues to be largely underserved by banks, creating a great opportunity for non-banks to sort of come in and rescue,” she said. “To complement that, we’re also dialling up the X-factor

there can be a reluctance to pursue them.” However, ORDE sees SME lending as a crossover opportunity for purely residential writers “that want to dip their toe in the water. So that’s our focus, with a comprehensive, flexible product set and strong support model to

“Specialist lending is at the heart of what Liberty does best, and it’s where we shine”

David Smith, Liberty

experience to ensure both brokers and customers get the best experience.”

Ford highlighted SME lending as a major focus for ORDE. “There’s a big opportunity and demand in-market to help brokers diversify into supporting SME customers and writing more commercial deals,” he said. “But the real and sometimesperceived complexity of these deals means

help them with their first deal”. Ford also noted growing broker demand for construction and SMSF financing options.

How are you carving out a competitive advantage in today’s hotly contested mortgage finance industry?

In Ford’s view, “your broker experience is

where you want to be differentiated in the market as a lender”. He explained, “When we’re in a time where Google reviews can make or break your business, their experience of dealing with you becomes more crucial. Just getting the deal approved isn’t enough any more.”

Ford singled out quick turnaround times, education and consistent and clear decisioning as fundamental to delivering the

deliver a competitive edge. “Our focus has been getting local boots on the ground, working with local originators to meet with clients and visit the sites to be able to work out complex solutions,” said Arnold. He referenced new offices in Adelaide, Perth and soon Canberra to underscore his point.

MA Money has doubled down on its 48-hour service level agreements (SLAs), investing heavily in technology and its under-

“I don’t think we’ll ever let AI dominate what we do”

Royden D’Vaz, Assetline Capital

kind of experience brokers and their clients will remember.

While “sharp price is important and speed to yes is important”, Williams said what truly sets Pepper Money and the non-bank segment apart is flexibility for specialist lending customers. “That outside-the-box approach to past credit history, the way we verify their income, and our flexibility is the heart and soul of Pepper Money,” she said.

“We’re always trying to continue to be innovative from a product, policy and experience lens,” Williams continued, highlighting Pepper Money’s investments in digital tools, including the first-in-market AltDoc Xpress.

Wright acknowledged a “race to the bottom” on rates but argued that consistent service and being able to deliver a result is just as crucial as price. “Competitiveness will always be part of the equation, but the real strength lies in providing a consistently high level of support and service that leads to a positive outcome for brokers and their clients,” she said.

Thinktank’s market-leading white label products are a cornerstone of its service offering. “Our focus is on working hand in hand with our aggregator partners to deliver innovative white label offerings that stand up strongly for them and their brokers,” Wright added.

Pallas is investing in local presence to

writing platform. “We make improvements to it on a monthly basis to ensure that we’ve been able to maintain that,” said Lemon.

The non-bank has rolled out 48-hour SLAs for bridging and commercial deals as well. Consistency is also key.

“We’ve put a lot of work at the front before

the loan gets submitted,” Lemon continued. “So we have a dedicated credit person that works with the BDM to ensure that they get that one answer first time.”

Thomas discussed how consistency is a major differentiator in the market, but also a source of disparity. “There’s particular lenders and non-bankers that can maintain a really high level of consistency, especially when you’re dealing with purchases a lot.”

However, she noted that fluctuating SLAs and shifting rates can erode trust. Additionally, there are still a number of nonbank lenders who don’t do fully assessed pre-approvals, making it more difficult to ensure “complex or marginal deals that are time sensitive ... will be processed smoothly, accurately on the lender’s end and efficiently to an approval when it’s time critical”.

D’Vaz was candid about the challenges of differentiation in a commoditised market. “We’re all trying to differentiate, but what we have is a commodity. We all do similar things. We all do things that everybody

NON-BANKS ROUNDTABLE 2025

o ers, so we’re always trying to fi nd that edge. Or that secret sauce.”

D’Vaz emphasised that the broker is often in the driver’s seat. “The agenda is run by the broker, because they’re trying to do

Bannister said La Trobe Financial’s edge comes from “making a broker’s life easier for when they think outside of a bank solution”. Whether it’s for a specialist product or a genuine bank alternative on a bank-

“We’ve been working with a mantra of ‘eliminate and simplify’. We’re getting the process tighter, eliminating unnecessary forms, and we’re about to move into the digitisation phase”

Tony MacRae, Bluestone Home Loans

what’s in the best interests of the customer.”

For Assetline, D’Vaz said, the goal is to ensure that brokers “shine in front of the customer”, and to perfect the back-end experience to accommodate a “path of least resistance” to achieve that goal.

like product, whether that be a commercial product or a luxury residential development, “we hope they think of La Trobe Financial and know that we have them covered”.

Bannister added that the company’s flexibility gives it an edge when a customer is

weighing up going with La Trobe Financial or a traditional bank.

Bluestone’s strategy is to “keep things relatively simple and really focus on two key areas”, said MacRae – specifically, relationship and service. “That involves getting the right people in the right areas, to provide really great service and support for brokers,” he explained.

Providing the best education resources to let brokers know exactly what Bluestone can provide, while simplifying its origination process, is also vital. MacRae continued, “We’ve been working with a mantra of ‘eliminate and simplify’. We’re getting the process tighter, eliminating unnecessary forms, and we’re about to move into the digitisation phase where we’ll remove a whole heap of manual steps from that process. So that’ll further help streamline the broker’s journey.”

Smith noted that as consumer expectations rise, lenders must strive to meet them. “Every day, brokers are lifting their game, and at Liberty we’re right there with them. We

NON-BANKS ROUNDTABLE 2025

WHY DO BROKERS USE NON-BANK LENDERS?

know that in a competitive market it’s not just about rates or products; it’s about being a reliable partner.

“To that end, Liberty is investing in our people, particularly our BDMs, who are front and centre when it comes to broker engagement and relationships. By equipping them with the tools they need, we’re ensuring brokers have the support they deserve.”

For Smith, “predictability and reliability are paramount”. Speed matters, but brokers and customers value certainty above all.

“We know brokers are under pressure to deliver fast, reliable outcomes, and we’re here to make that easier,” Smith said. “Our goal is to be the lender that brokers can count on for brighter solutions, especially when the clock is ticking or flexibility is required.”

D’Vaz snuck in another comment, as he cautioned against over-reliance on AI, saying, “I think everybody’s expecting this to be the silver bullet for this industry. But we’re

a people business. I don’t think that’ll ever change, especially at the non-banks.”

D’Vaz suggested AI is a natural fit for the higher-volume, conveyor belt-like process at

Some topics cannot be avoided. AI was not on the roundtable agenda, but there’s no skirting around the fact that the technology is having a massive influence on the mortgage finance industry.

While everyone agreed that AI should in no way be a replacement for fundamental human relationships, there was a nuanced discussion around the best practice of implementing it into everyday processes.

“For a business of our scale, Liberty is investing significantly in AI,” said Smith, who sees AI as a powerful tool for streamlining processes and enhancing engagement.

Smith believes AI offers “opportunities to streamline, remove friction and increase speed, while also increasing the engagement quality between broker and lender and hopefully between broker and customer”.

He noted that procedures that once may have taken hours could now take seconds, thanks to automation.

“We see AI as a game changer not only for efficiency but for improving the broker experience, therefore making it possible to better serve more customers,” Smith added.

For Thomas, automation “allows us to have that people engagement”. She emphasised that efficiency through automation in the credit and approval processes makes

“We’ve definitely seen more interest in the bridging sector … That’s come from confidence in the market”

Katie Thomas, Focus Finance

the majors, “but we’re a high-touch business. We want to hold the broker’s hand and walk them through the process. We’re helping them manoeuvre the back end. So I don’t think we’ll ever let AI dominate what we do.”

And thus the AI can of worms was opened as the discussion turned to the very pertinent topic of whether AI risks removing the human elements of the lending business.

time for focusing on meaningful brokerclient interactions.

Williams “couldn’t agree more” that finance is a people business but sees AI as essential for scale without losing the personal touch. “In order to get our people in front of brokers as much as possible, we will need to rely on AI as we scale, agentive AI specifically. All those processes that are easily mapped, that could

be done rather than manually, automated through agentive AI. It’s a no-brainer.”

Coming back to D’Vaz, he acknowledged the operational importance of AI, especially for business development managers. “I think what it does for a BDM is it removes noise, giving them time to see more brokers to build rapport and make a connection. So operationally, definitely, I don’t think it’ll remove that.” He concurred that AI is a tool to enhance, not replace, the human touch.

At Bluestone, AI “definitely has a role”, said MacRae, but he cautioned that “at the core of what we do, we’re a relationship business”.

“We need to really carefully pick the areas that it is going to add value and where you can rely on it,” he continued. “Because we can’t forget at the end of the day we’ve got responsible lending obligations to adhere to. We can’t just fall back and say, ‘AI told me this was the right thing to do’. ”

Bannister sees genuine productivity gains

from automation but is sceptical about its use in credit decisioning for complex loans, where at this stage he “doesn’t expect it will play a meaningful part in the process”. Furthermore, La Trobe Financial does not employ offshoring teams, although he believes this is an area ripe for AI disruption.

For MA Money, AI is about empowering brokers to self-serve 24 hours a day. “We’ve got a lot of brokers that are working weekends, working after hours when BDMs are not available,” noted Lemon.

But he stressed the importance of oversight. “We keep track of everything we do with AI, and we keep a very close eye on it to make sure that the imagination of the AI doesn’t take over. So we try to keep it very strict at the moment.”

ORDE is a solutions-based lender that wants to say yes to as many deals as possible. Ford said, “We’re investing heavily in AI, not just for efficiency but to help with early-

stage assessment, packaging and other parts of the process. It means our One Lending Team can focus on understanding the customers’ stories, sharing knowledge and supporting brokers through the deal.”

A constant internal conversation at ORDE is about “the balance between what our people can do and what digital can do. And it’s equally important in a broker’s role: understanding what are those things that can’t be replaced by technology: building trusted relationships and delivering tailored advice”.

Ford added, “You’ve really got to focus on building strong relationships and adding value beyond just knowing the products.”

Wright noted that the human side of AI adoption is often overlooked. “Many people are understandably anxious about what AI might mean for their roles and the broader industry, but we see it as an opportunity to enhance what people do best. When it’s used the right way, it can actually make

NON-BANKS ROUNDTABLE 2025

the work we do more efficient and more rewarding,” she said.

She recounted a story of a broker whose credit process dropped per complex deal from 10–12 hours to just 30 minutes with AI, and how experienced brokers were shocked but also motivated by the change.

Wright believes there is a “huge” technological leap that has to be made in the commercial side of the broking business.

For Pallas, AI is “all about increasing eciencies”, Arnold said. “We lean a lot on personal contact, as has been discussed, as well as the education piece and being available to define products.” However, he added that human services and AI “are both complementary” to each other.

How are you getting your message across to customers and the broking community, given lower brand awareness compared to traditional lenders?

Changing direction entirely, the discussion shifted to branding and marketing.

There is no doubt that the big four have

“Being a 100% broker business, our thought process is winning over one broker at a time, giving them a great experience, leveraging them for word of mouth” Tim Lemon, MA Money

a brand awareness advantage, but there is a debate around how important this is for customers in 2025.

In MPA ’s latest Brokers on Non-Banks report, brand trust came in 10th in a survey of what brokers want from non-banks. Credit policy, BDM support, turnaround times, rates, communications, commission structures and product range all ranked higher.

However, nearly 10% of brokers cited ‘lack of brand awareness’ as the main barrier to putting more business through non-bank lenders. So, while brokers tend to prioritise fundamental support over brand identity, the latter can still be a barrier to volume growth.

Smith acknowledged that brand awareness plays a key role and that Liberty is proud of

its continued strong reputation and positive brand awareness in the market.

He said Liberty is also focused on being front of mind for brokers when they have a deal that might fall outside the traditional lending space. “Brokers know Liberty stands for flexibility and free-thinking solutions that go beyond the mainstream.”

Smith also emphasised the importance of “tech-enabled conversations” to ensure brokers remember Liberty when they encounter scenarios that don’t fit standard bank policy – particularly important given the thousands of emails and conversations that brokers are constantly juggling.

While it might not sound glamorous, for Thinktank it’s all about delivering on the

NON-BANKS ROUNDTABLE 2025

promises you make and building advocacy through connecting with people. Wright challenged the notion that brokers aren’t loyal. “Brokers are incredibly loyal when you provide competitive pricing, reliable service and genuine support – they value lenders

capture those Australians that fall through the cracks,” Williams said.

Regulatory changes that have impacted the banking majors have also spurred growth in the alternative lending space, she added.

Arnold dug into Pallas’s multi-channel

“It’s a dynamic market, so you’ve got to move with the times as quickly as you possibly can”

Jason Arnold, Pallas Capital

who truly partner with them to help them deliver great outcomes for their clients.”

Ford highlighted the unique position of non-consumer brands like ORDE, whose reputation is built almost exclusively through the broker channel as they only work with brokers. “It’s the brokers who carry our message to their customers, largely,” he said, adding that ORDE’s new website is “resourceful, but it’s really the brokers that carry that messaging for us”.

Ford pointed out that trust in big brands only has shifted. It was more di cult to be considered without a big-name brand in pre-GFC times, but things have substantially changed. “People are more open to new players now … but for us broker advocacy is key.”

Williams said the non-bank sector is “doing something right” as it continues to grow year on year. “We are getting the message out there,” she said, but highlighted the need to “grow exponentially, not just at the same rate”.

Williams noted that many of the lenders around the table don’t just offer loans through their brand – they also partner with aggregators and o er white label funding opportunities, which have helped grow the sector.

She also stressed the importance of education, especially when regulatory changes or shifts in bank appetite occur. “We have to continue to diversify our product specs and how we look at rate-for-risk lending to

approach of “building relationships in person and complementing that with technology and social media, to get our message across”.

Listening to the broker market and adjusting products and pricing accordingly is also essential, Arnold added. “It’s a dynamic market, so you’ve got to move with the times as quickly as you possibly can.”

For MA Money, “being a 100% broker

business, our thought process is winning over one broker at a time, giving them a great experience, leveraging them for word of mouth”, said Lemon.

He also echoed Ford’s views on the importance of Google reviews. “If a broker recommends a particular lender that customers have never heard of, I find a lot of customers jump to Google reviews, so having positive interactions there makes a big di erence.”

La Trobe Financial takes a “very bottomup approach” to distribution, said Bannister. “Very much heart by heart, mind by mind.”

La Trobe Financial has made a deliberate e ort to be thought of in the market as the “first bank alternative”.

Briefly switching back to the AI discussion, Bannister contended that as more mainstream lenders adopt automated approaches to lending, this will allow non-banks to di erentiate themselves in the market.

MacRae explained how Bluestone employs a multifaceted approach that puts genuine partnerships at the core. “Having the right

MORE BROKERS CHOOSING NON-BANK LENDERS

people on the ground, building relationships and talking with brokers about how they can grow their businesses helps us get the message across in a one-to-one approach.”

Bluestone also embraces social media “in a fun way”, running campaigns that involve the whole team and using podcasts, webinars and other digital channels to amplify the company’s message. Not being a traditional bank allows Bluestone to adopt these unique, people-focused digital strategies.

D’Vaz acknowledged the challenge of brand recognition for newer or smaller lenders. He noted, however, that brokers are starting to talk about Assetline and are the business’s “best endorsement”.

“We do the right thing, and our name gets out there,” said D’Vaz. “Three years ago, we wouldn’t be at this table. But we’re better than what we were yesterday, and we’ll continue to do what we have to do.”

Are more non-banks considering leaning into SMARTvals to ensure transparency on deal submissions?

As the roundtable’s guest broker, Thomas pointed out that many non-bank lenders still fall short when it comes to offering upfront valuations.

Without them, she explained, brokers are often submitting deals “blind”, unsure whether the property will value up, which can ultimately land as a waste of time to broker, client and non-bank – especially if the purpose was for an equity release that then isn’t facilitated with a valuation that would support the transaction.

In contrast, Thomas believes banks that provide far greater access to transparency on upfront valuations give brokers confidence at the submission stage. This in turn drives higher submission volumes to these banks as they have accurate information to support the deal.

D’Vaz explained that Assetline’s valuation process is dictated by its funders. “We’re guided by our securitised programs and wholesale funding,” he said. “The covenants

are that a short-form valuation has to be on every deal. They set the agenda for this really, and we don’t have anything to do with it.”

He rejected the assumption that lenders sometimes try to influence the valuation. “We just want what the property is valued at,” said D’Vaz. “It’s an ‘arm’s length’ outsourced task where the lenders have no say in the outcome.”

Arnold described Pallas’s more flexible approach in the commercial and construction space. “We’ve got a pretty extensive panel in each state, and a lot of the experienced commercial brokers know these panels,” he said.

Brokers can engage these valuers up front, Arnold explained, “and they might even get a draft valuation. Then we can redirect that valuation report.”

Lemon highlighted that MA Money allows upfront valuations, noting the lender’s use of automated valuation models (AVMs) for loans

Bluestone, which has also adopted SMARTval, provides “a diverse range of valuations and valuations up front”, said MacRae. “The beauty of SMARTval is that it’s much quicker and it’s treated like short-form full valuation from a funding perspective.”

MacRae added that the industry as a whole needs to get better at accepting automated valuation models (AVMs), seeing digitisation and data-based valuations as a real opportunity for the sector.

Ford explained that ORDE is willing to engage with deals considered too complex for other major lenders. “Alongside being able to handle more complex customers, we also look at the strength of the security. In commercial lending, that means assessing the lease agreement, considering alternate uses of the property and often undertaking more detailed valuations than brokers might be used to in residential.”

Pepper Money is also live with AVMs and

“It’s our responsibility to continue to showcase how we meet the real needs of borrowers that banks often miss”

Siobhan Williams, Pepper Money

up to $2 million and 75% LVR, and desktops up to $2 million and 80% LVR, with shortform valuations for larger amounts.

He added that while smart valuations are not yet fully realised, the industry is moving in that direction, though “we’ve still got our masters that we have to adhere to”, although there is a sense that they’re becoming “a little more relaxed” on the valuation front.

La Trobe Financial is exploring desktop valuations and the SMARTval digital property valuation service, Bannister revealed, finding these suitable for certain scenarios. For larger commercial and development finance deals, La Trobe Financial gives brokers the ability to order full valuations up front, “but expects it will take some time before commercial desktop valuations are adopted”.

recently launched SMARTval. Furthermore, it doesn’t charge for upfront valuations on prime deals, although riskier products require the customer to pay for the valuation. Exceptions are sometimes made for high-conversion brokers, but nonconverting loans won’t have costs covered.

At Thinktank, which has also implemented SMARTval, Wright highlighted the complexity of commercial lending. She outlined the challenge of convincing multiple institutional funders – often up to 16 at a time – to accept changes in underlying arrangements.

“The work that goes on behind the scenes to bring new product features, third party solutions and other innovations to market is often underappreciated, and we have a great

Justfi Enoughfi

team that works tirelessly on these things to continually improve the experience for our brokers and their clients,” said Wright.

According to the latest MFAA data, non-bank lenders command a 5.9% share of broker-originated lending. How do you all intend to work together as an industry to increase your market share?

To wrap things up, the roundtable gave their thoughts on where the non-bank lending industry is headed next.

MacRae sees healthy competition as a force for industry growth but believes collective advocacy is essential for real progress. “It’s important that we all promote and push competition, but I think there’s an opportunity as a non-bank, non-standard lending group to better lobby and lobby for change.”

He pointed to areas where banks have a competitive advantage – such as with accept-

“When we’re in a time when Google reviews can make or break your business, the experience becomes more crucial for the broker and their end customer”

Tim Ford, ORDE Financial

ance of AVMs and electronic valuations – and called for a united front. “We haven’t done a great job of gelling together and being one group for lobby.”

MacRae also mentioned the need to shift the policy focus from demand-side to supplyside solutions in the housing market: “You never solve a supply problem by fuelling demand. We’ve actually got to shift the focus, and as a group I think we can do it. It’s a battle I’m really keen to forge forward with.”

Lemon reflected on the rapid evolution

of non-bank lending: “In the early days of non-bank lending, things didn’t change as quickly as they do today. With more competition, we’re all looking for that little difference. As we all push our funders to accept more or do more, it just opens up that ability for those non-bank customers to achieve more and do more.”

Lemon noted that increased competition and events like this roundtable help push the industry forward, citing the rise in loan-size caps as evidence of progress.

“We’ve got a lot of catch-up to do here in Australia, and private credit non-bank lenders will have to play a critical role to unlock this growth”

Cory Bannister, La Trobe Financial

Bannister pointed out that non-banks have previously achieved higher market share in times of greater liquidity. “We’ve been there before,” he said, citing pre-COVID stats of 9% or more of market share.

Bannister anticipates that as banks focus on proprietary channels, brokers will need to look externally to protect their customer bases. He sees commercial lending as a “huge opportunity”, noting that broker market share in the commercial space significantly trails broker share of the residential market.

He also highlighted that the domestic market is behind the global curve in private credit. “We’ve got a lot of catch-up to do here in Australia, and private credit non-bank lenders will have to play a critical role to unlock this growth.”

Arnold agreed that competition has driven positive change, “and that can only be made possible in the broking market”. He sees the Australian market maturing, with more institutional capital arriving from offshore and non-banks pushing

boundaries on loan amounts and pricing.

Arnold also sees commercial lending as “a massive opportunity” for the broker market. Certainly, with an estimated commercial lending market share of just 30–40% compared to nearly 80% in the residential market, there is a lot of headroom for brokers to grow in this space.

Williams identified commercial lending and construction as fast-growing segments for non-banks, with SMSF lending also offering significant diversification opportunities. “That is part of our strategic direction into 2026,” she said, noting that it’s the non-bank sector that largely serves these segments.

Williams went on to argue that non-banks are no longer just an alternative to traditional lenders. “Non-bank options can often be the best fit for the client,” she said. “And I think it’s our responsibility to continue to showcase how we meet the real needs of borrowers that banks often miss.”

NON-BANKS ROUNDTABLE 2025

Ford emphasised the importance of training and education in growing the non-bank segment, particularly for brokers who are not yet active in the space. He added that the competitive landscape has forced everyone to improve, “creating better outcomes for brokers and their customers – and helping a wider range of customers”.

Ford also highlighted the need to help brokers write more complex deals and to articulate the unique problems non-banks can solve.

Wright believes that as banks make their lending intentions clear, they are creating an opportunity for brokers to diversify. She said, “As banks signal where they’re concentrating their efforts, brokers who haven’t been as active in the non-bank space have a real opportunity to further diversify their o ering. Brokers who can o er a wider range of solutions to their client base will typically

find they cultivate stronger and deeper relationships while creating new advocates in the process.”

Wright also stressed the importance of education and support for brokers transitioning into commercial, adding, “Brokers are often encouraged to diversify, but the reality is the options and related processes vary so much that it’s not always easy. That’s where experienced guidance and the right partners make all the di erence.”

So, while a large cohort of commercial brokers know commercial deals like the back of their collective hand, it’s the resi brokers who stand to benefit the most from greater guidance and support from the industry.

D’Vaz called out the ‘diversification’ buzzword and the confusion around the term ‘non-bank’. He argued that established, reputable non-banks are often lumped in with new or fringe players, and suggested the

media could help lead the agenda in clarifying the sector’s identity. “Somebody can start up a payday lender and call themselves a non-bank. But really, businesses that have been around for years and years are put in the same bucket as them.”

Smith concluded that the definition of ‘non-bank’ is evolving, just as the market is. “There is a lot of opportunity for non-banks, and we believe the potential is far bigger than the current market share suggests. The market we collectively can serve is likely triple what it is currently, and it will be any minute now,” he said.

“I’m all for industry unity to help further build the profile of non-banks and the diverse range of solutions we can o er. By championing choice and educating brokers and borrowers, we can grow the pie for everyone and help more Australians access lending that truly fits their needs.”

TOP 100 BROKERS 2025

RECORD BREAKERS

EXPERIENCED

BROKERS are steering Australia’s mortgage market, drawing on years of refinement and the momentum that comes with mastery.

MPA’s Top 100 Brokers for 2025 survey data confirms a sector operating at peak efficiency. The following highlight the brokers’ key performance achievements:

• $21.3 billion in residential loans settled, up from $16.6 billion in 2024

• 294 loans per broker on average,

WHERE THE TOP 100 BROKERS ARE LOCATED

compared to 253 the year before

• $143 million in settlements now required to make the Top 100, up from $123 million in 2024 and $113 million in 2023

These figures show a competitive field in which productivity, trust and operational scale determine who stays in contention.

The best mortgage brokers in Australia are writing more loans, settling higher volumes and refining processes that deliver results. The upper tier of the market has never been

more precise or more performance driven.

The surge in lending isn’t confined to the Top 100. According to the MFAA, mortgage brokers facilitated a record 77.6% of all new residential loans in the June 2025 quarter, the highest share ever recorded.

That’s up from 76.8% in the March 2025 quarter and 73.7% in the same period last year. The total value of new loans written through brokers reached $121.6 billion, a 21% increase year-on-year.

This sustained rise shows how borrower trust continues to shape the market.

Consumers are turning to brokers for structure, transparency and genuine choice, and the outcomes speak for themselves.

“It probably comes back to creating really amazing outcomes for our clients,” says Darren Little, general manager of lending and executive director at Viridian Financial Group. “When I look at MFAA market share continuing to grow quarter-on-quarter, clients are choosing to use brokers, and it’s by choice. Brokers provide genuine choice.”

He adds that since the best interests duty and related reforms were introduced, brokers are working with a wider range of banks and lenders to deliver better options.

“For me, what defines a top broker is an outstanding client experience and the use of a wide variety of banks to achieve those outcomes.”

FROM THE SPONSOR

CommBank is proud to continue our sponsorship of MPA’ s Top 100 Brokers in 2025. We want to congratulate you on setting the standard of excellence within the mortgage broking industry and delivering exceptional customer outcomes. We are dedicated to giving you more confidence with CommBank, empowering you to achieve more for your customers.

At CommBank, we strive to deliver reliable, accessible, transparent and adaptable products and services,

Through a period of constant change, leading industry experts agree that the best brokers combine technical expertise with genuine care.

“It’s the broker that makes it easy to do business and someone who delivers on promise every time,” says Mario Borg, business success coach at Masters Broker Group.

“The best brokers are embracing technology without losing the human touch. We are in a relationship business, and those who think they can replace relationships with technology will struggle to remain relevant. It’s that simple.”

Now in its 16th year, the Top 100 Brokers list recognises Australia’s highest-performing mortgage professionals, ranked by the total value of residential loans settled between 1 July 2024 and 30 June 2025.

For the second consecutive year, Catalyst Advisers managing director Stephen Michaels holds the top ranking on MPA’s Top 100 Brokers list, with settlements rising to $558 million, up from $381 million a year earlier. (See profile on page 56.) The result sets a new benchmark for excellence and demonstrates how the best performers continue to widen the gap.

Michaels attributes the win to teamwork, consistency and a daily habit of showing up prepared. What distinguishes him is his practical, measured view of success. He doesn’t see

helping you to continue delivering excellent customer outcomes. We would like to recognise all the Top 100 Brokers. Thank you for your incredible commitment to your customers and for providing them with the best experiences possible.

Congratulations once again, and good luck for the rest of the year and into the next.

himself as exceptional, just deliberate.

“We do things di erently, not because we’re special. It’s just how we’ve built our business.”

The brokerage’s rise reflects that mindset, with a methodical, collaborative approach built for longevity. Michaels credits much of Catalyst’s stability to process discipline and a culture in which every broker understands the ‘why’ and the ‘what’ behind client outcomes.

Each morning, he focuses on setting the tone, mentoring others and reinforcing the brokerage’s client-first ethos.

“Discipline beats motivation every day of the week. You can be motivated to do something, but motivation will fade. If you’re disciplined, you’ll outshine motivation every time.”

The new broker edge

Across the Top 100 group, the average loan size sits at $724,227, with a conversion rate of 82.57% , proof that strong pipelines are converting to results. These numbers reflect an agile industry in which top performers have turned consistency into scale. Experience remains the foundation, but the competitive edge now depends on how brokers apply it.

What defines the broker advantage:

• systems that streamline workflows and accelerate turnaround times

METHODOLOGY

To find the Top 100 Brokers in 2025, MPA asked brokers across the industry to submit the total value of loans they had written over the last financial year. Brokers were also asked to state the number of loans they had written so MPA could determine their average loan size.

The Top 100 list was determined and ranked based on the value of loans written between 1 July 2024 and 30 June 2025.

MPA’s 16th annual Top 100 Brokers list is proudly sponsored by Commonwealth Bank.

• service that prioritises relationships and long-term retention

• communication that keeps clients and stakeholders informed and engaged

These are the forces sustaining performance year after year.

While residential brokers are driving record lending volumes, commercial specialists are setting a new standard for performance in their space.

“For commercial brokers, it’s all about service, but technology is the enabler,” says Jean-Pierre Gortan, managing director at

Baber Zaka General Manager, Third Party Banking, Commonwealth Bank of Australia

TOP 100 BROKERS 2025

multi-award-winning brokerage Simplicity Loans & Advisory.

“Our tech isn’t just a CRM,” Gortan says. “It’s sophisticated cash flow modelling tools and platforms that help manage multilayered deals. We’re not just collecting payslips; we’re analysing entire businesses. But the tech just gets you to the table. The real work – the serve – is high-level strategy.”

He adds that commercial brokers act as capital advisers rather than intermediaries.

“They’re not just brokers. They have deep industry knowledge. They understand the

di erence between funding a childcare centre and a pub, or a 30-unit development. They are financial strategists who can look at a client’s entire business structure, P&L and five-year plan, then build a funding structure to match.”

The experts noted several challenges over the past 12 to 18 months that put brokers to the test.

Borg sums up the mood of the year: Rates moved, serviceability tightened, and lender policies kept shifting. Clients grew cautious and price-sensitive, which meant more time explaining trade-o s and resetting

“We aim to be a lifelong financial partner by delivering trust, consistency and results”

Laith Hana, House of Finance

expectations. The admin load rose as compliance and credit checks got heavier. The brokers who held their line did three things well: they adapted quickly, kept communication simple and treated education as part of the service.

Gortan describes a tougher grind on the commercial side: Deals could be perfectly structured, then a valuation landed 20% short and blew the LVR. Lenders pulled back from whole sectors such as construction and discretionary retail. Teams found themselves re-cutting deals and renegotiating terms as risk appetites changed from week to week. The work became equal parts structuring and steady diplomacy.

Little points to the macro setting: Fourteen rate rises left a mark, even as some relief has started to flow. Conditions di er by state, so brokers are operating in uneven markets. Day to day, the job has been balancing credit policy, pricing and stock on market while staying ready for the next turn.

How Australia’s best mortgage brokers keep getting better

In a Top 100 packed with achievement, four mid-career standouts lead from the front.

Ranked

No.

2, House of Finance

managing director Laith Hana entered finance to make a difference in people’s lives, and every career move was part of building something meaningful.

“Founding House of Finance was the natural progression of that journey – a way to simplify lending and deliver real value to clients through trust and education,” he says.

The brokerage’s growth has been rapid but deliberate. Hana balanced expansion with consistency, ensuring that service quality and culture remained intact as the team grew. He focused on leadership, systems and people,

RISE

Laith Hana House of Finance

investing heavily in training and structure so the client experience never slips. Hana and House of Finance earn loyalty through:

• education, transparency and longterm value

• referrals strengthened by loyalty and trusted advice

• proactive reviews and relationship management

• lifelong support well beyond settlement

“We measure success not by volume but by trust, and by the lasting relationships that come from doing things the right way,” he adds.

As the business continues to grow, Hana’s focus turns to innovation, sustainable leadership and culture. The goal is to keep setting the benchmark for what clients should expect from a modern brokerage.

Jonathan Valentino, Catalyst Advisers

partners and loyal clients who see Catalyst as a long-term partner.

Valentino grew up around broking, as his father was a mortgage broker. His 16-year career spans the full banking stack: bank teller, home loan specialist, credit analyst, mobile banker and BDM. That journey gave him a rare view from both sides of the lending equation, including how credit decisions are made and how to manage the operational hurdles that can follow settlement.

Jonathan Valentino Catalyst Advisers

Jonathan Valentino has built his reputation as the broker who finds solutions others miss.

Ranked No. 7 in the Top 100, the Catalyst Advisers director for Sydney’s Northern Beaches is known for finding pathways through the most complex scenarios.

“I’ve pretty much been noted now as that kind of broker where, if they can’t get it done, go to Jonathan, and if he can’t get it done, no one can.”

That problem-solving mindset is driven by process and awareness. “We pride ourselves so much on education,” he says. “Really trying to understand and do a deep dive around lender policies allows us to open up that conversation with so many di erent referral partners.”

It’s an approach built on consistency rather than volume-chasing, and one that has earned him a growing base of referral

Valentino’s holistic perspective is one reason for his clients’ loyalty. “As much as everyone wants an approval, if you can confidently explain to a client what’s happening and why it’s not approved, they appreciate that just as much as getting the approval. If it’s a no, you educate the client on what to do to make it a yes.”

The other reason is discipline. At Catalyst, a system of structured client interactions enables him to stay connected. “We’re constantly touching base with our clients,” he says. “Our CRM and systems mean we’re speaking to our clients every three months.”

That regular cadence, he adds, keeps clients engaged and returning, and ready to refer friends and family without the need for constant marketing noise. Valentino calls it a simple formula that too many overlook. “Rather than being motivated, demotivated, motivated, demotivated, it’s being really disciplined and just doing the same thing regardless of how you feel.”

The payo is stability in a crowded market where broker numbers and competition continue to rise.

Reflecting on what’s to come, Valentino says his focus is on expanding into business

“Our biggest point of di erence is doing things consistently and being disciplined about it”

lending. “With the way social media works and how easy it is to start an e-commerce business, that space is underutilised,” he says. “We’ve got such a great panel of non-bank lenders with products that can take a business from zero to $100 million in turnover, and we can guide them through the process.”

Valentino’s rise reflects a broker who measures success by follow-through, education and endurance. But his working principles stay the same: understand every lender, stay in touch with clients, and keep refining the craft.

Killiner Tusk Finance

Michael Killiner has redefined what it means to be a client-first mortgage broker.

As director of Tusk Finance, he ranked No. 47 in the Top 100 in the business’s first full financial year. With a background in real estate and an unwavering belief that “finance is about people, not just numbers”, he founded the brokerage with his wife, Jemima, in November 2023.

He has steered Tusk through rapid growth while keeping service deeply personal and genuine, driven by the mission that every client deserves to feel understood and empowered.

“Creating Tusk Finance with my wife is the single greatest achievement of my career,” he says. “Together, we’ve built a business that not only thrives in performance but truly makes a di erence in our customers’ lives.”

His client-first mindset is more than talk; it’s embedded in everything Tusk

Michael

TOP 100 BROKERS 2025

Finance does, from tailoring loan options to guiding first home buyers, refinancers and investors alike. Killiner’s distinctive blend of authenticity, warmth and industry know-how sets him apart in a crowded market. In his podcast, That Backyard Property Pod, he shares real-world property insights, emphasising that great finance starts with the right questions and the correct support.

His success in Tusk’s inaugural year is proof

“It’s not just about arranging finance; it’s about helping people achieve meaningful milestones in their lives”

Michael Killiner, Tusk Finance

that big results can be achieved while staying genuinely client-centred. Killiner shows that the highest standards of service and outstanding business growth are not mutually exclusive. They’re entirely compatible when driven by purpose and people.

deal should be structured to achieve the best possible outcome.”

His model blends service and structure that includes regular client updates, ongoing reviews and post-settlement support, measures that keep relationships active long after the initial transaction. Referrals and returning clients now account for most of his pipeline, the product of trust and careful execution. He approaches leadership in the same way he approaches lending, being patient, focused and positive.

As the firm grows, Wylie puts time and resources into systems and training so every file meets the same standard. The plan is to scale with intention, develop brokers, keep tightening processes and make sure every client feels looked after. It’s a simple strategy built on service that earns trust year after year.

Best mortgage brokers reinforce lead in Australian housing finance

Jason Daniel Wylie

Loan Market Capital

Jason Daniel Wylie built his mortgage broking career on hard work, dedication and a client-first philosophy that helps people reach financial milestones with peace of mind.

Ranked No. 87, the Loan Market Capital director is now part of MPA’s Top 100 – recognition he believes is due to consistency and a commitment to achieving great results. Every interaction is guided by transparency and trust, principles that have shaped both Wylie’s personal reputation and the brokerage’s standing in the industry.

“My greatest strength lies in building lasting relationships and creating solutions that truly work for my clients,” he says. “Every

With record market share, rising loan values and expanding professional standards, the mortgage broking sector is now the dominant distribution channel in Australian housing finance. The data points to an industry that is larger and more adaptive. Experience, education and technology are converging to drive performance at every level.

Broker market share and economic impact

Australia’s mortgage industry continues to expand, with brokers now arranging more than three-quarters of all new residential loans. Borg says the Australian market was built for brokers. Clients value choice, independence and advice, and that’s exactly what brokers deliver, he explains.

With nearly 78% of all home loans now written through brokers, he sees no reason for the trend to slow.

“As an industry, we can do more by educating consumers, maintaining high professional standards and investing in long-

“I believe in keeping a relaxed and approachable attitude, which helps build trust and strong relationships”

Jason Daniel Wylie, Loan Market Capital

term client relationships,” Borg says. “The future of lending in Australia is broker-led, driven by trust and client outcomes.”

Little agrees that growth is set to continue. “Clients are voting with their feet,” he says. “As long as we stay focused on delivering outstanding client outcomes and keeping their best interests at heart, market share will keep rising. You only have to look overseas to see broker share growing in the same way; it’s not slowing down.”

For Gortan, the commercial opportunity is still wide open. “The market is crying out for commercial brokers,” he says. “Unlike residential, our share is still small, which means the upside is huge. Most businesses are tied to a single bank relationship, while we can take their deal to every major bank, non-bank and private funder to create competitive tension and deliver better outcomes. The community just needs to keep educating businesses that the old-school relationship manager model is broken. We’re the new model.”

According to the MFAA Industry Intelligence Service 19th Edition report for the period April–September 2024, the sector supported 22,265 active brokers, generated $4.1 billion in economic activity and sustained over 37,000 jobs. Over the year to September 2024, brokers settled $378.9 billion in home loans, the largest

total ever recorded and only the second time settlements have surpassed $370 billion. Commercial diversification is also climbing, with 31.5% of brokers now writing business loans alongside residential deals.

Macroeconomic context

The Reserve Bank of Australia’s November 2025 update shows an economy regaining balance after two years of rate tightening. Inflation has eased into the 2–3% range, and rates – reduced earlier in the year –remain steady as the RBA monitors early signs of stronger private demand and housing activity.

For borrowers, the outlook is mixed. Credit remains accessible, but household budgets are still absorbing higher repayments and living costs. Many are refinancing, repricing, or locking in fixed terms to stabilise their position.

Despite the affordability strain, nonperforming loans remained below 1.2%, and loans 30-89 days past due remained below 0.6% in the June 2025 quarter – evidence of sound credit standards and prudent broker work.

For brokers, this translates into heavier workloads, including more repricing reviews, renewed purchase activity, and clients seeking guidance through uncertain conditions.

Housing supply and affordability

The Cotality Home Value Index shows that home prices are still rising:

• Australian home values rose by 1.1% in October, marking the sharpest monthly increase since June 2023

• The annual growth rate has now reached 6.1% nationwide

• Combined regional markets posted a 1% monthly increase, the largest since March 2022

While the rate of deterioration has eased, the national housing shortfall remains

between 200,000 and 300,000 dwellings, keeping structural demand high, even as affordability stabilises. These conditions sustain strong broker engagement as borrowers seek expert guidance through complex rate environments and brokers remain the primary link to structure, choice and competitive lending.

Record results signal new standard for broker performance

• Record growth and rising standards: Broker market share and loan volumes are at all-time highs, raising the bar for performance and competition across the industry.

• Efficiency and trust are the new differentiators: Top brokers are winning by combining technology-driven e ciency with deep client relationships and professional expertise.

• Mid-career talent is reshaping leadership: The next generation of highperforming brokers is emerging from the six- to 10-year experience cohort, emphasising disciplined client management and sustainable growth.

INSIGHTS

As part of our editorial process, MPA’s researchers interviewed the subject matter experts below for their independent analysis of this report and its ndings.

Jean-Pierre Gortan Managing Director, Simplicity Loans & Advisory

Darren Little General Manager – Lending and Executive Director, Viridian Financial Group

Mario Borg Business Success Coach, Masters Broker Group

TOP 100 BROKERS 2025

TOP 100 BROKERS 2025

Stephen Michaels

Phone: 1300 411 455

Email: stephen.michaels@catalyst.com.au

Website: v.com.au

Laith Hana

Phone: 0451 991 510

Email: laith@houseoffinance.com.au

Website: houseoffinance.com.au

Jonathan Valentino

Phone: 1300 411 455

Email: jonathan.valentino@catalyst.com.au

Website: catalyst.com.au

Zakee Sheriff

Phone: 0415 748 490

Email: zakee.sheriff@infinity.com.au

Website: infinity.com.au

0402 199 919

jesse@kingsbridgeprivate.com

kingsbridgeprivate.com

Rachael Howlett

Phone: 0447 221 922

Email: rachael.howlett@infinity.com.au

Website: infinity.com.au

Parth Shah

Phone: 0430 107 311

Email: parth@jabsonsfinance.com.au

Website: jabsonsfinance.com.au

Benjamin Fenley

Phone: 0421 790 058

Email: benjamin.fenley@infinity.com.au

Website: infinity.com.au

Andrew Hadjidemetri

Phone: 0417 411 708

Email: andrew@afmsgroup.com.au

Website: afmsgroup.com.au

Cathy Liu

Phone: 0422 759 789

Email: cathy.liu@goldenfinance.com.au

Michael Killiner

Phone: 0488 758 870

Email: broker@tuskfinance.com.au

Website: tuskfinance.com.au

Toby Edmunds

Phone: 0439 895 445

Email: annie.hogben@loanmarket.com.au

Dean Menzies

Phone: 0431 592 237

Email: dean.menzies@cutchewr.com.au

Website: cutcher.com.au

TOP 100 BROKERS 2025

Travis Love

Phone: 0416 308 377 Email: travis.love@infinity.com.au Website: infinity.com.au

George El Khoury

Phone: 0432 713 374

Email: george@leapfinancial.com.au

Website: leapfinancial.com.au

Adrian Dibb

Phone: 0477 312 312

Email: admin@agiledebtsolutions.com.au

Website: www.agiledebtsolutions.com.au

Jason Daniel Wylie

Phone: 0402 404 814

Email: jason.wylie@loanmarket.com.au

Website: broker.loanmarket.com.au/capital

Louis “Lucky” Velasquez

Phone: +61 451 888 798

Email: louis@financebetter.com.au

Website: financebetter.com.au

0402 297 789

matt@goodwinhomeloans.com.au

goodwinhomeloans.com.au

Harry Kalaitsidis

Phone: 1800 002 872

Email: harry@curafinance.com.au Website: curafinance.com.au

TOP 100 BROKERS 2025

STEPHEN MICHAELS, CATALYST ADVISERS

Stephen Michaels doesn’t talk like a person chasing numbers. Australia’s No. 1 mortgage broker for 2025 is more focused on:

• training his team

• building scalable systems and workflows

• taking on the hard files others avoid

He says Catalyst Advisers simply does things its own way, not better or worse, just different from most.

When the managing director once again topped MPA’s Top 100 Brokers list, he credited the recognition to collective effort rather than personal performance.

“These awards, as much as it’s about my name, it’s absolutely about the business. If you have the right people on board and things start to click, it’s a very powerful combination,” he says.

That combination has carried Michaels to more than half a billion dollars in settlements between 1 July 2024 and 30 June 2025. He attributes that growth to timing, teamwork and the long view.

“It was actually the seeds that we planted two or three years ago that all started to bear fruit,” he explains.

“It’s not as though we forced the floodgates open. You put your name out there, plant as many seeds as you can, make sure that you don’t cut any corners, and give the right advice at the right time.”

He leads by embedding that philosophy across his expanding team. Catalyst has grown beyond the tightknit startup where everyone shared the same room and rhythm.

“We’re at a size now where as much as everyone’s listening, people receive communication in different ways,” he says.

With more brokers joining, the focus has turned to:

• structured systems

• consistent messaging

• automation that supports rather than replaces the firm’s “white glove” client service

Michaels describes 2025 as the payoff for years of refining the model. Complex scenarios, such as multilayered transactions, high-value loans or problem files that other brokers decline, are now Catalyst’s specialty.

“If someone can’t get it done, just call Stephen,” he laughs. “I’m sure he’ll forge a path through.

“We should embrace the really complex transactions because they’re the things that will set you apart.”

What underpins his consistency is discipline. Michaels begins every day with pen and paper, listing what matters most before the first call comes in.

“Win the morning,” he says. “I feel uneasy if I haven’t started the day by jotting down what emails are important, what meetings I have, what calls I need

to make. It has served me very well over my career.”

The simplicity of that routine reflects the mindset that has defined his rise. His leadership style is equal parts humility and attention to detail, mentoring new brokers, strengthening systems and preserving a customer-first ethos even as volume grows.

Michaels often talks about Catalyst as a living network of trust that includes referral partners, accountants, solicitors and clients who come back because the team delivers exceptional outcomes. The volume, he insists, is just the scoreboard. The real work is keeping every process anchored to integrity and consistency.

That work ethic has once again put him at the top, but Michaels shrugs off the ranking.

“It’s the client first. You can’t ever lose sight of that, even though there might be another two or three hundred million in settlements in front of you each year,” he says.

Aggregator: Finsure

Total value of residential loans

FY25: $557,733,067

Number of residential loans

FY25: 349

CommBank’s Baber Zaka (right) presents the trophy to Top 100 Brokers winner Stephen Michaels

The Australian Mortgage Awards lived up to its reputation as the industry’s night of nights as an outstanding crowd gathered to celebrate the nation’s finest for the 24th year running. Across 28 categories, Australia’s best and brightest brokers, brokerages, lenders, BDMs, marketing teams, fintechs and customer service experts held their awards high to rapturous applause

THEY DON’T call it the Oscars of the Finance Industry for nothing.

The atmosphere was buzzing when 850 guests gathered at the Fullerton Hotel Sydney on Friday, 17 October, to celebrate the diverse, innovative industry that is mortgage broking.

Few would have believed MC Dave Hughes was fresh out of his second hospital stint due to AFL-related injuries – he kept the crowd alive with his typical larrikin antics before passing the mic to Australian music legend Daryl Braithwaite. Braithwaite brought the masses to a fever pitch with an extended version of his timeless 90s classic The Horses, among other hits. Many a chorus was sung; many a table was stood upon.

The night was made possible by event partner Westpac, along with premium partners Liberty and NAB and a raft of award sponsors.

“The AMAs are the pinnacle of excellence in what we do, and there’s nothing better than the feeling of being in a room with 850 people at the very, very top of their craft, and it’s an absolute privilege for Westpac to be associated with it,” Sarah Willsallen, head of broker distribution at Westpac, said on the night.

Liberty’s chief distribution officer, David Smith, said, “The AMAs are a great opportunity to come together, recognise the achievements of our peers and reflect on how far we’ve come. It’s also a chance to connect with brokers, lenders and partners who are all playing a part in shaping the future of mortgage lending.”

Credit must also go to the AMA judges, whose tireless efforts didn’t go unnoticed. This year’s judging panel featured

some of the biggest names in the broking industry, including Jean-Pierre Gortan, managing director at Simplicity Loans & Advisory; Anja Pannek, chief executive at the MFAA; Peter White, managing director at the FBAA; and Cory Bannister, senior vice president and chief lending officer at La Trobe Financial.

“Participating in the judging panel for the AMAs is a tremendous privilege to be entrusted with the responsibility of evaluating the very top performers in our industry,” said Bannister.

As for the award winners, the evening surely belonged to Katie Thomas and the Focus Finance team.

Thomas picked up not one but two gongs, taking home NAB Broker of the Year – Regional and the biggest award of the night, Westpac Australian Broker of the Year. She attributed her wins to “the genuine care for our team and our clients and everybody that we work with”.

But that wasn’t all for Focus Finance, as a “very shocked and really excited” Maddison Brown also took home Bendigo Bank Broker Young Gun of the Year. Brown mentioned Focus Finance’s “great culture” and “really supportive” environment as keys to her win.

Bluestone picked up Rate Money Non-Bank of the Year, with chief commercial officer Tony MacRae calling the win “a fabulous thrill and a great recognition of the whole team … The AMAs have always been regarded as the ‘Logies’ of the mortgage industry, so to pick up one of these is a great thrill.”

Read on for the full list of winners, plus images from another hugely successful AMAs.

FBAA BROKER OF THE YEAR – RESIDENTIAL

PEPPER MONEY BROKER OF THE YEAR – SPECIALIST LENDING

EQUITY-ONE BROKER OF THE YEAR –PRODUCTIVITY

WINNER

Chris Raymond, Unconditional Finance

EXCELLENCE AWARDEES

Anthony Nihill, Infinity Group Australia

David Thomas, Trilogy Funding

Deslie Taylor, Mortgage Choice –Ormeau & Yarrabilba

Katie Thomas, Focus Finance

Laith Hana, House of Finance

Matthew Spears, Evoke Capital

Michael Xia, Mortgage Channel

Paul Hixon, Loan Market New Farm

Tom Hawley, Azura Financial

AWARD SPONSOR

WINNER

Helen Avis, Specialist Mortgage

EXCELLENCE AWARDEES

Chenda Qu, SC Brokers

Dana Blewitt, The Lenders Club

Jamie Pisaniello, Loan Market

Katie Thomas, Focus Finance

Lewis Johns, The Australian Lending & Investment Centre

Michael Maiolo, The Melbourne Mortgage Company

Parvesh, Protego Finance

Rocky Lim, RL Financial

Wenzhi (Gavin) Huang, SC Brokers

AWARD SPONSOR

WINNER

Dion Fernandes, Emerge Finance

EXCELLENCE AWARDEES

Adam Wadley, Numero Uno Finance

Andrew Hadjidemetri, AFMS Group

Cheney Chen, Original Wealth

Mark Davis, The Australian Lending & Investment Centre

Nick Atanasovski, Turnkey Finance

Peter Savage, Savage Money

Redom Syed, Flint Group

Shaun Jones, Mason Finance Group

Stephanie Thomas, Loan Market Ignite

AWARD SPONSOR

L-R: Drew Clegg, Pepper Money (presenter); Helen Avis

L-R: Tom Danaher (presenter), Equity-One; Dion Fernandes

L:R: Peter White, FBAA (presenter); Chris Raymond

NAB BROKER OF THE YEAR – REGIONAL

BENDIGO BANK BROKER YOUNG GUN OF THE YEAR

Katie Thomas, Focus Finance

EXCELLENCE AWARDEES

Alvie Oliveira, Capta Financial

Heath Williams, Loan Market

Newcastle CBD

Jason Cuerel, Mortgage Innovations

Joe Carroll, Sphere Home Loans

Matt Derham, Black Pen Lending

Rachael Howlett, Infinity Group Australia

Sarah Cox, Two Broker Girls

Shaun Jones, Mason Finance Group

Travis Love, Infinity Group Australia

AWARD SPONSOR

LIBERTY BROKERAGE OF THE YEAR –DIVERSIFICATION

Maddison Brown, Focus Finance

Ashlen McKenzie, Infinity Group Australia

Jarrod Mackenzie, InvestorFi

Maree Woodcock, Loan Market Ignite

Nick Birrell, 40 Forty Finance

Paolo Llave, Berti Financial

Richie Nguyen, Lending Hub Co.

Tahlia Eren, Lara Finance

Tara Rockett, Rockett Finance Solutions

Taryn Howe, Loan Market Clayfield

The Australian Lending & Investment Centre

Birdie Wealth

Evoke Capital

First Choice Mortgage Brokers

Flint Group

Loan Market Infinity

Marquee Group

Shore Financial

Smartmove Professional

Mortgage Advisors

Specialist Mortgage

AWARD SPONSOR AWARD SPONSOR

L-R: Chris Boutrous; Bendigo Bank (presenter); Maddison Brown

Mark Davis (left) and Damian Brander (right) on behalf of The Australian Lending & Investment Centre; Mark Jose, Liberty (presenter, centre)

L-R: Adam Brown, NAB (presenter); Katie Thomas WINNER

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MFAA BROKERAGE OF THE YEAR (1–5 STAFF)

RESIMAC BROKERAGE OF THE YEAR (6–20 STAFF)

COMMONWEALTH BANK BROKERAGE OF THE YEAR (>20 STAFF)

Fundwise Capital

B Squared Lending

Berti Financial Group

IGM Group

It’s Simple Finance

LPM Finance

Pro Good Finance

Prosper One Finance

Smart Lending

Thatcher Finance

Birdie Wealth

Focus Finance

George Capital Finance Solutions

House of Finance

Loan Market Canberra

Loan Market Ignite

Original Wealth

SC Brokers

Unconditional Finance

AWARD SPONSOR

Green Finance Group

Home Loan Experts

Infinity Group Australia

Invest Blue + MFG

Shore Financial

Simplicity Loans & Advisory

Smartmove Professional Mortgage Advisors

Stamford Capital Australia

The Australian Lending & Investment Centre

Presenter: John Athanas, Resimac; winner: George Karam on behalf of BF Money

L-R: Ben Hawley on behalf of Azura Financial; Baber Zaka, Commonwealth Bank (presenter)

Phuong Nguyen (left) and Kien Phan (right) on behalf of Fundwise Capital; Melanie Kafka, MFAA (presenter, centre)

L-R: John Athanas, Resimac (presenter); George Karam on behalf of BF Money

AMP BANK BROKERAGE OF THE YEAR – REGIONAL

WINNER

Infinity Group Australia

EXCELLENCE AWARDEES

Capta Financial

Focus Finance

Go Mortgage

Loan Market Newcastle CBD

Money Links

Mortgage Choice Coffs Harbour

Mortgage Innovations

Rockett Finance Solutions

Savvy Lend

BANKWEST NEW BROKERAGE OF THE YEAR

Money Lounge

EXCELLENCE AWARDEES

Alcove Private

Delta Wealth

FRONT Financial

Loan Market Clayfield

Loan Market Julian Choo

Mankin Finance

Refyne Loans

Rockett Finance Solutions

The Finance Project

AWARD SPONSOR

BLUESTONE HOME LOANS BEST CUSTOMER SERVICE FROM AN INDIVIDUAL OFFICE

Two Broker Girls

EXCELLENCE AWARDEES

Black and White Finance

Capta Financial

ES Finance Solutions

Infinity Group Australia

Money Lounge

Pinnacle Finance Hub

SecurePath Finances

Sphere Home Loans

Two Birds One Loan

AWARD SPONSOR AWARD SPONSOR

L-R: Ian Rakhit, Bankwest (presenter); Maddie Walton on behalf of Money Lounge

L-R: Aaron Taylor, Bluestone Home Loans (presenter); Sarah Cox on behalf of Two Broker Girls

L-R: Paul Herbert, AMP Bank (presenter); Zakee Sheriff on behalf of Infinity Group Australia

Bluestone Home Loans

Financial Suncorp Bank Broker Partnerships

LA TROBE FINANCIAL BROKER OF THE YEAR – COMMERCIAL

Alaya

Allianz

Broker Essentials

Helia

Lextech

Quickli

Simplify Processing

Success & Broker

VA

Daniel Green, Green Finance Group

Barry Thatcher, Thatcher Finance

George Karam, BF Money

James Kelder, Green Finance Group

Jean-Pierre Gortan, Simplicity Loans

Kien Phan, Fundwise Capital

Mark Stutz, Quattro Finance & Advisory

Paul Frazis, George Capital Finance Solutions

Son Pham, Rethink Financing

Tommy Anderson, Brokerly

Helia

L-R: Nick Notaras, NAB (presenter); Aleesha Naxakis on behalf of LoanOptions.ai

L-R: Suzi Trajanovski on behalf of Daniel Green; Suzanne Hemsworth, La Trobe Financial (presenter)

L-R: Dimi Bartolillo on behalf of Helia; Ryan Devillers, Success & Broker (presenter)

ANZ WOMAN OF DISTINCTION

PRIME CAPITAL BOUTIQUE AGGREGATOR OF THE YEAR

MSA NATIONAL AGGREGATOR OF THE YEAR

WINNER

Melanie Smith, Aussie Windsor

EXCELLENCE AWARDEES

Alissa Childs, Two Birds One Loan

Beth Comino, Home A ordability Solutions

Caitlin Bransgrove, Inspire Home Loans

Deslie Taylor, Mortgage Choice –Ormeau & Yarrabilba

Emma Stephens, Flint Group

Kiran Sood, Deals4Loans

Melissa Christy, AMP Bank

Suzi Trajanovski, Loan Market

Tanya Sale, outsource Financial

WINNER

EXCELLENCE AWARDEES

WINNER

AWARD SPONSOR AWARD SPONSOR AWARD SPONSOR Purple Circle Financial Services

EXCELLENCE AWARDEES

Brokers

L-R: Jon Angelucci, ANZ (presenter); Melanie Smith

L-R: Michael Stephens on behalf of Purple Circle Financial Services; Steve Sampson, Prime Capital (presenter)

L-R: Ayhan Baba, MSA National (presenter); Karen Sorrenti on behalf of Lendi Group

Donn Tariga, outsource Financial

Alireza Seyedalizadeh, Hai Money

Andrea Walton, nMB

Eugenie Chua, Hai Money

James Kemp, outsource Financial

Joletta Lee, Connective

Sarah Bowater, LMG

Sam Tang, Westpac

Blake Hauber, Westpac

Domenic Cuzzupi, Macquarie Bank

George Markos, ANZ

Grant Rice, Westpac

Heidi Sango, Westpac

Jenny Zeng, NAB

Kym Ning, ANZ

Kymberly Mylonas, Suncorp Bank

Andrew Downie, MyState Bank

Bronwyn Terrenzani, Bankwest

Farid Mirkhil, ING

John Paul Azzopardi, Bank of Melbourne

Natasha Singh, Bank of Melbourne

Paras Jones, Bendigo and Adelaide Bank

Roohi Kumar, St. George Bank

Sally Hillman, St. George Bank

Tia Baena, ING

SPONSOR AWARD SPONSOR

SPONSOR

L-R: Sam Tang; Krystyna Mustac, Mortgage Street (presenter)

L-R: Dragan Latincic, Firstmac (presenter): Donn Tariga

L-R: Lana Vo, So Money (presenter); Kymberly Mylonas

INFINITY CAPITAL FINANCIAL GROUP BANK OF THE YEAR

RATE MONEY NON-BANK OF THE YEAR

Craig Meale, ORDE Financial

EXCELLENCE AWARDEES

Belinda Gray, Bluestone Home Loans

Heidi Hayward, Bluestone Home Loans

Josie Piscopo, Bluestone Home Loans

Katie McNamara, Pepper Money

Kay Yang, Brighten Home Loans

Liz (Mollica) Shorten, Resimac

Travis Henderson, Prime Capital

Zac Speth, ORDE Financial

Zakariah Rahman, Maxiron Capital

AWARD SPONSOR

AWARDEES

L-R: Jack Zhou, Infinity Capital Financial Group (presenter); Ian Rakhit on behalf of Bankwest

L-R: Kerryn Millar, Rate Money (presenter); Tony MacRae and Nikki Avery on behalf of Bluestone Home Loans

L-R: Craig Meale; Kristina Kanaris, Mortgage Choice (presenter)

L-R: Sarah Willsallen, Westpac (presenter); Katie Thomas

L-R: George Srbinovski on behalf of Ubank; Natalie Irvine, RedZed (presenter)

L-R: Peter James on behalf of Mortgage Ezy; Tom Waltham, Keystone Capital (presenter)

Phuong Nguyen (left) and Kien Phan (right) on behalf of Fundwise Capital; Caesar Ibrahim, Liberty (presenter, centre)

How to integrate exercise into a busy work day

Exercise has more than just physical benefits – it greatly improves your work life, productivity and creativity, writes wellness speaker and author Tim Jack Adams

TO LIVE a long, healthy and happy life, you need to maintain a level of physical health that allows you to fulfil your daily and life goals. If you’re living with physical health problems, such as chronic disease or pain, you are at much greater risk of developing anxiety or depression, so it’s much better to look at prevention.

This is where your ability and willingness come into play. I could very easily ‘do nothing’, for example, and start falling into the trap of being sedentary and emotionally eating. Soon enough, my battery would start to plummet – but I’ve been there before and I’m not willing to go there again, especially when I have overactive children on my hands.

The thing is, if you haven’t moved in a while, it’s very hard to find the motivation to get started – similar to the concept of inertia (which is the tendency of an object to stay as it is, whether at rest or in motion).

This concept reminds me of my first car, a little white Datsun sedan I bought for $300. Each morning, I would have to use

the choke just to get it warmed up. It was almost like it was sitting there thinking, “Do I really want to put my joggers on?” But once the car got moving, she purred, and it felt really good.

Movement creates movement; the more you move, the more you want to keep moving – and once you do, just like with my little Datsun, it feels really good.

I know the benefits [physical health] has for my work life, and especially for my productivity and creativity. And to be at peak performance, I know I have to move my body

Bringing physical health to work

Another reason my physical health is so important is because I know the benefits it has for my work life, and especially for my productivity and creativity. And to be at peak performance, I know I have to move my body.

Post-lunch, I notice that my brain activity starts to decline. I could just sit at my desk, staring at a blank screen or notepad, but I’m only kidding myself if I think I’m going to do good work.

The term for this is presenteeism – being

physically present but performing below your best. Instead, I know that moving my body is a wonderful way to bring my brain back online. So I’ve built a daily habit to go and move my body after lunch, perhaps through a walking meeting, gym with a work buddy or a beach swim if I’m working from home.

Adding more movement to your day

Consider the following to put more movement into your work day for you and your team:

• Commute using movement: Try walking or cycling to work, for example. This is good for you and good for the environment

• Walk and talk: Whether it’s face to face or a conversation on your phone, make a habit of moving meetings

• Arrange some ‘play dates’: Collect some workmates and find a collective hobby over a long lunch, such as going for a jog or to the gym, or simply going for a walk in the park

• Use the stairs: If this is an option in your building, use the stairs instead of the lift every time you arrive and leave

• Set up a post-work workout: Getting in some sort of activity before going back home after work can boost your energy to bring positive vibes into the household

All of these activities can enhance cognitive function, reduce stress, increase energy and productivity, reduce health risks and loneliness and improve longevity – benefits enough on their own, but even better if you’re getting paid for it!

One of the most important factors in all of this is modelling good behaviours to your team. As an example of this, I was recently on a Zoom chat with a very inspiring CEO who heads up a statewide department.

Movement creates movement; the more you move, the more you want to keep moving – and once you do ... it feels really good

This very busy leader is aspiring to create positive systemic change across her department through preventative health measures. One of her workplace initiatives is to allow all her sta an hour over lunch to do something that will improve their wellbeing –and she makes sure this happens by kicking everyone out (weather permitting) and locking the door!

Edited extract from Energised:TheDailyPracticeofConnected LeadershipandSustainableWellbeing Tim Jack Adams Adams is a global speaker and a pioneering thought leader in human sustainability and performance. He has spent over a decade guiding leaders and teams to reconnect with themselves and others through nature. Join The Great Reconnect movement at www.greenx7.com. a

Owning your patch

After 25 years on the beat, FirstPoint Mortgage Brokers’ Troy Phillips knows a thing or two about running a successful brokerage

TROY PHILLIPS, managing partner at Cronulla-based FirstPoint Mortgage Brokers, likes to shoot from the hip. Not only is he not afraid to voice his opinion on the state of the broking industry in 2025 – he relishes the opportunity.

That can be a mixed blessing when a quick phone call with Phillips turns into a 90-minute exploration of the industry he’s unwaveringly passionate about. But as someone who has been at the broking game for 25 years, when Troy ‘Rampaging Roy’ Phillips talks, you can’t help but listen.

Phillips is a firm believer in the less-ismore approach to building a successful brokerage. He’s seen competitors on the market grow well beyond their infrastructural capacity, only for the foundations to crack beneath them.

“Building a truly national brand takes enormous capital, and the returns just don’t stack up in mortgage broking,” Phillips says. “Our strategy has been to dominate locally –own our space, be the biggest fish in a smaller pond and focus investment where it counts.”

This has allowed FirstPoint to be community-minded while targeting the clients it wants and reinvesting in its Sydney and southern-Sydney-based patch for genuine returns.

Phillips is also cautious of diversification, which, whether he likes it or not, is a buzzword that shows no signs of dissipating.

Why the caution?

Mortgage broking, to use Phillips’ words, “isn’t a cottage industry any more”. Rather, it’s become a highly regulated and complex profession, particularly in the wake of the banking royal commission and the introduction of the best interests duty.

“Scaling a broking business is challenging enough without losing focus chasing every cross-sell opportunity,” says Phillips. “When brokers drift into areas like property marketing or financial advice, it often confuses clients and creates conflicts of interest.”

Phillips has seen the overlap between property marketers, buyers’ agents and brokers become very blurred.

“There are too many large fees being charged to customers just trying to get ahead,” he adds. “Everyone in the industry knows it – it needs clearer regulation and boundaries.”

Phillips worries that some of the ‘real estate-style’ brokerage models “elevate

resemble, he has left the door open to partnering with like-minded East Coast brokers under a single brand, system and governance model.

“But it’ll only ever be built on shared values and culture,” he adds.

Lean and mean

Phillips’ opinions have been sculpted not just by time but also by first-hand experience. He has seen teams grow tenfold, only to lose their purpose and even end up making less money.

As for FirstPoint, it is currently clocking between $50 million and $60 million a month with a team of 11. Phillips says “a

“Our strategy has been to dominate locally –own our space, be the biggest fish in a smaller pond and focus investment where it counts”

personal brands over the business”. He says, “That might stroke the ego, but it’s not sustainable. Most clients don’t want a celebrity adviser; they want a trusted one. We don’t need to sell a property to write a loan. Our focus is great outcomes without conflict.”

However, while Phillips has a crystalclear image of what a brokerage should

small, sharp team means the business is bulletproof, repeatable and well governed. It keeps everyone close to the action and always developing the next person up.

“Growth for the sake of it isn’t prosperity. If you’re not a strong practitioner yourself, and you’re building on ego rather than purpose, what’s the o er?”

FROM SALES TO SPEED AND SKILL

Over the years, Troy Philips has seen the broking profession morph from a sales business to what he calls “a speed and skill business”. He says, “Clients are savvy – they’ll spot who’s competent and who’s not. Trust your instincts, stick to your vision, and accept that in five or 10 years your business will evolve into something even better than you imagined.”

“A small, sharp team means the business is bulletproof, repeatable and well governed. It keeps everyone close to the action”

Mentoring the next gen

Phillips stresses that FirstPoint is far from a one-man band. On the contrary, he speaks in detail of the mentorship he provides to the new guard coming through the industry.

He doesn’t like to give false illusions of what it takes to become a successful mortgage expert. “A good broker needs to see 100 files before they even know how much they don’t know,” says Phillips.

“The best can pick the right lender after a client meeting and get approval first time, no

questions, no reworks – that’s experience.”

Great brokers, in Phillips’ view, shouldn’t have to rely on aggregator systems to get results; they should know their craft inside and out. “Drop the ball once or twice and clients will notice – it’s a small industry with high expectations,” he says.

“The industry is evolving. It’s now attracting younger, qualified people who see broking as a long-term career. Businesses like FirstPoint that can o er training, structure and mentorship are best placed to grow.”

FIRSTPOINT KEY FACTS

Name: FirstPoint Mortgage Brokers

Team size: 11

Location: Cronulla, Sydney, NSW

Services offered: Mortgage broking; asset and equipment finance

Years in industry: Since 2003

Phillips gets a lot of satisfaction in looking back on the newcomers he has guided through the industry. “Seeing team members who started nearly 20 years ago become partners and leaders in their field is what I’m proudest of. Along the way you meet a lot of good people and make a lot of good friends. That’s the real reward.

“The awards and record months are nice, but the real achievement has been building a business you actually want to turn up to every day, where culture and people matter.”

As for what’s next for FirstPoint? Phillips sees a lot of potential in the asset and equipment finance space.

“It’s a natural extension for us. Small business problems are complex; they’re not like big business where you can just throw money and consultants at them,” he says.

“We’re well placed to help business owners navigate that space with experience, integrity and the same no-nonsense service that’s built our reputation in residential lending.”

Phillips is proud of the genuine local brand he and his team have built.

“We take a long-term view,” he says. “We want to be here for the next generation and the one after that.

“People remember your involvement in local sport, schools and families. Great businesses outlive their founders – they have succession and purpose. Financial services can be a five-year rocket and then gone. That’s not FirstPoint.”

“ Golf gives me a reset. You’re thinking about what’s in front of you instead of all the background noise ”

CALM IN EVERY SWING

For Shore Financial’s Edward Taffa, golf is more than a hobby – it’s discipline, friendship and mental clarity

FOR EDWARD TAFFA of Shore Financial, golf has become more than a pastime – it’s a passion that balances challenge and calm.

“I started playing golf in December 2019, and it’s become a huge part of my life ever since,” he says.

What began as ‘something new to try’ soon became an obsession.

Working his way down to a six handicap took “a lot of practice, plenty of frustrating days and more than a few laughs with mates along the way”. Some of his best memories are of “travelling around Australia with my group of friends, ticking o some of the country’s best courses”.

For Ta a, golf is also a mental reset. “Work and life can be full-on, but when I am standing on a tee box, all that matters is the next shot.”

2019

Year Edward Ta a started playing golf

6

Ta a’s current handicap (with the aim to reach scratch level within three years)

50

Courses played nationwide, including top venues like Royal Melbourne and Barnbougle

ORDE