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The best mortgage companies to work for in 2025 are succeeding with intent by investing in structured career paths, flexible work arrangements and cultures where people see the impact of their feedback and the reach of their contribution.
Employee feedback drives decisions and growth is planned and supported.
MPA’s overall findings:
Career development is the main retention lever: Employees stay where progression is clear. Top firms are formalising development plans, building internal mobility and promoting from within.
Hybrid work is now the baseline: Eighty-one percent of employees prefer hybrid arrangements, up sharply from 60% last year. Flexibility is no longer negotiable.
Culture must be intentional: Quarterly all-hands meetings, cross-team collaboration and visible leadership help build cohesion across office-based and remote teams.
Compensation models are changing: Trail-based or total revenue commissions are gaining traction, rewarding sustained contribution over quick wins.
Purpose and recognition matter: Employees want to feel valued and connected to something meaningful. Employers that integrate community impact and visible recognition outperform on retention.
“The most successful workplace cultures in 2025 are built on authenticity, growth and shared purpose,” says Nathan Soti, managing director at ETHOS360 Recruitment. “These are environments where people feel safe to speak up, contribute and develop. Employees are aligned not just in role but in vision. Their ideas are valued, their voices are heard and their work is recognised in meaningful ways.”
The mortgage industry in 2025 is adjusting to a more competitive and employee-driven market. Employer reputation rides on whether people feel supported, heard and able to build a meaningful career.
The Finance Brokers Association of Australasia’s managing director, Peter White, AM, highlights what sets the top workplaces apart: “Employers in this marketplace must really understand and put their staff first. And I think when you put people first, rather than your business, people will look after your business if you look after them the right way.”
Career development, flexibility and human-centred leadership are now crucial to how brokers and mortgage professionals evaluate where they work and whether they stay.
Fast facts about Australia’s mortgage industry:
20% of brokers are now located outside of Australian capital cities.
Gender diversity has remained low with 27% of brokers being women, the same level as in 2017. Efforts to improve gender diversity are ongoing.
The most effective strategies for promoting increased diversity and inclusion in the industry, according to brokers, are:
○ training, mentorship and leadership development programs (24%)
○ remote working options (23%)
○ flexible working (15%)
Regulatory changes have had a significant impact on brokers.
MPA’s research and survey findings show just how far the goalposts have moved. Today’s top employers are offering more than salary and perks. They’re investing in visible career pathways, structured mentoring and meaningful flexibility.
“Employees now look for purpose, transparency and values that align with their own,” says Soti. “Hybrid work, mental health support and personal development opportunities are now key parts of an attractive offer.”
This year’s Top Mortgage Employers were selected through a two-phase process. Employers submitted details on benefits, culture and business practices. Employees at each nominated company then completed an anonymous survey covering areas such as leadership, compensation, development and work environment. Only companies with high enough participation and a satisfaction score of 80% or more made the list.
According to Soti, several forces are shaping what success looks like:
Fintech competition is drawing younger talent with speed, automation and fast-tracked career paths.
Independent brokerage models make it easier for top performers to go out on their own.
Hybrid work requires leadership that communicates well and builds trust across dispersed teams.
Retention now hinges on internal mobility, mentorship and connection.
“New generations entering the workforce bring even higher expectations around purpose, inclusivity and autonomy. Employers must continuously evolve to stay relevant,” Soti adds.
This evolution is changing how firms approach rewards. Soti notes a shift in commission structures towards trail-based or total revenue models that support long-term planning and loyalty.
“This structure encourages longer-term thinking and helps retain high-performing brokers, particularly those who can generate their own leads and partnerships,” he adds. “People want to work for companies that support their whole selves, not just their output.”
The data shows a clear and growing preference for hybrid work arrangements.
62% of employees were already working in hybrid roles and 60% preferred this setup in 2024.
Percentage of employees in hybrid roles increased to 65% and preference for hybrid work surged to 81% in 2025.
Desire for 100% office-based roles dropped sharply from 14% (current) in 2024 to just 3% (preferred) in 2025.
The proportion preferring full remote or employee’s choice arrangements remains steady and secondary to the hybrid model.
Key insights
Strong and increasing demand for flexibility, with hybrid work now overwhelmingly seen as the ideal. Employers that offer hybrid options are more likely to attract and retain talent, while rigid office-based models are falling out of favour. The trend is towards flexibility and employee autonomy, which are key drivers of satisfaction and engagement in the modern mortgage workplace.
The data reveals a notable shift in employee attitudes towards changing jobs for better working arrangements.
29% of respondents in 2024 said they would be willing to change jobs for improved working conditions, while 71% would not.
By 2025, willingness to change jobs increased to 35%, with only 65% saying they would stay.
Several key factors have influenced the increase in employees’ willingness to change jobs for better working arrangements.
Key insights
Rising employee expectations for flexibility: The dramatic rise in preference for hybrid work (from 60% in 2024 to 81% in 2025) signals that employees now see flexibility as a baseline expectation.
Greater awareness of alternatives: With more companies publicising flexible work policies and success stories, employees are increasingly aware of what’s possible elsewhere.
Changing work-life priorities: The experience of hybrid and remote work has shifted priorities for many, with employees placing higher value on autonomy, reduced commuting and the ability to better manage personal and family commitments.
Competitive talent market: As the mortgage and finance sector becomes more competitive, organisations are actively recruiting talent with promises of better working conditions. Employees know they have options, which emboldens them to consider a move for improved arrangements.
Organisational culture and recognition: Survey comments highlight the importance of workplace culture, recognition and feeling valued. Employees are more willing to leave environments that lack these attributes for organisations that prioritise them.
Burnout and wellbeing: The ongoing focus on mental health and wellbeing has made employees less tolerant of rigid or unsupportive workplaces. They are more likely to leave for employers who demonstrate genuine care for their wellbeing through flexible policies and support programs.
MPA’s data shows the most highly rated offerings are:
support for community and charitable organisations
flexible work options
team building
performance reviews
employee recognition
incentive programs
Across all age groups, employees consistently highlight a positive, inclusive culture, flexibility and a sense of being valued and recognised as the hallmarks of workplace satisfaction.
Comments frequently mention the importance of feeling part of a supportive team, having opportunities for growth and being acknowledged for contributions. Employees also appreciate their company’s commitment to giving back to the community and fostering a sense of purpose beyond day-to-day work.
Key insights
These factors collectively create an environment where people feel engaged, motivated and proud to be part of their organisation, making them the true drivers of what employees say their employers do best.
Employee satisfaction rating: 84
Top satisfaction factor: “My organisation engages in employee team-building activities”
The Finance Brokers Association of Australasia (FBAA) puts its people first with meaningful investment in wellbeing and culture. Staff have access to monthly mental health counselling, a wellness hub and an employee assistance program through Assure.
The industry organisation supports team connection with:
regular onsite and offsite team-building days
monthly social events
weekly Friday walks
Bonus and incentive program eligibility is performance-based and measured transparently against KPIs. All employees receive an annual Christmas bonus.
Managing director Peter White, AM, says the single most important factor behind its strong employee satisfaction rating is that staff are treated like family and the organisation embeds a strong culture of mutual support.
“We have a very open-door policy, encouraging both public and confidential conversations so we can support one another,” he says.
Employee comments highlight the FBAA’s standout qualities:
“Providing the best service to its members and the team behind-the-scenes makes it all happen.”
“They support charities/organisations and our CSR.”
“They’re trying to make a difference. Leadership walks the talk.”
“Regular work lunches and team-building activities, including team members who work interstate, to make them feel more connected to the internal team at HQ.”
When it comes to turning employee feedback into meaningful change, the FBAA proactively asks for feedback on everything it does, takes action based on that input and shares updates during weekly staff team catch-ups.
“We put our staff first and take our lead from what they want. And, more importantly, what they need,” White reflects. “As the old saying goes, we listen with two ears and one mouth.”
Employee satisfaction rating: 82
Top satisfaction factor: “My organisation demonstrates a commitment to charitable or community organisations/initiatives”
When nearly half of Thinktank Property Finance’s new hires come through employee referrals, something is working. For this award-winning non-bank lender, that number currently sits at 47%.
“We’ve had people in their first week on the job refer others,” explains Michelle Anderson, general manager for people and culture. “That means we’re getting something right.”
The two-time Top Mortgage Employer has grown quickly, from just 40 staff five years ago to more than 200. That scale hasn’t come at the cost of the personal feel that employees consistently point to as a reason they stay.
Employees note where Thinktank is leading as a top employer:
“The culture is exceptional. The leadership team is supportive and creates an environment for individuals to grow and be themselves.”
“Employees are valued for who they are and what they offer to the company.”
“Having regular get-togethers with all teams; providing fruit baskets and healthy snack options. Supporting charities that the staff recommend.”
“The genuine care and investment in people’s development is a big plus. [The firm runs] the business with the long term in mind.”
Anderson attributes this to the leadership team’s visibility and approachability. “We’re a small enough company that our leaders have the opportunity to know everybody,” she says.
That access goes a long way. “People say they don’t feel like a number here. You can knock on the CEO’s door and have a chat.”
The open-door culture is embedded, and leadership alignment starts at hiring, especially at the senior level.
“We’re very strong on making sure our leadership team remains approachable,” Anderson says.
The company’s support for charitable and community organisations was top-rated by staff, which didn’t surprise Anderson.
“We regularly survey our employees, and that’s always one of the highest-rated responses,” she explains.
Thinktank shares survey and team-level results with managers, who engage directly with their teams on what needs to change.
The feedback loop is structured and consistent:
Staff survey results shared transparently.
Managers receive detailed team-level breakdowns and lead follow-up discussions with their teams.
Actions are implemented at both team and company levels.
Future surveys include accountability questions such as, “How did we go?”
All staff-led diversity committee helps shape initiatives.
On a broader level, committees such as the internal diversity group act as conduits, ensuring staff voices carry weight beyond feedback forms.
“It’s not just us thinking, ‘What should we do?’ We’re asking staff what’s important to them,” says Anderson.
Career development has become a central focus as Anderson acknowledges the company faced earlier gaps in progression opportunities.
“When we were small, it was more challenging. Now that we’re larger, we can offer more,” she says.
A dedicated learning and development manager has helped formalise that effort. Employees can chart a path between roles, supported by development planning tools and targeted upskilling by making use of:
full competency framework across all roles
structured onboarding and induction programs
online learning for technical and soft skills
internal leadership programs for emerging and senior leaders
development planning tools via Culture Amp
cross-functional mobility support between departments
Thinktank’s hybrid model gives staff the flexibility to work remotely two days a week and spend three days in the office, where informal learning and team interaction can happen more naturally.
To sustain company-wide cohesion, Thinktank holds quarterly company days that bring everyone into the office for social connection and cross-team interaction. There’s structure, including guest speakers, themed events and wellness sessions, but the benefits of connecting people make it worthwhile.
The company also hosts an annual in-person gathering, flying in staff from interstate offices and putting them up overnight. It’s part reward, part ritual and fully aligned with the organisation’s relationship-based ethos.
Anderson doesn’t hedge when summing it up: “We genuinely do put people first.”
Employee satisfaction rating: 90
Top satisfaction factor: “My organisation demonstrates a commitment to charitable or community organisations/initiatives”
Infinity Group Australia feels like a family business but operates at scale. That balance is why so many employees say they feel heard, trusted and invested in.
The company’s 90% satisfaction score in this year’s Top Mortgage Employers survey was one of the highest ratings in the field. For COO Helena Christakos, this reflects something distinctly intentional.
“We pride ourselves very much on driving more of a people-first culture. Collaboration is part of the equation, and it’s what creates such high employee engagement,” she says. “Everyone wants to share their opinion and aspirations to grow within the company. We make sure that we nurture that and allow everyone to bring that to the table.”
The financial coaching and mortgage strategy firm has structured feedback mechanisms, enabling employees at all levels to weigh in and be heard via:
quarterly engagement surveys
open forums
regular leadership check-ins
“We turn the feedback into meaningful change because we action it,” says Christakos. “When people see their feedback leads to real change, it builds trust and drives engagement.”
The feedback loop has yielded results beyond satisfaction scores. In 2025, Infinity has expanded its wellness programs, launched clear career pathways and introduced more flexible work options.
“It’s all about looking after our staff from an organisational point of view,” Christakos adds.
That lens has also shaped the company’s approach to growth and development. Nearly 40% of employees have personalised development plans, tailored not to linear job descriptions but to individual strengths.
“We look for the will over the skill – the human being behind that skill,” Christakos explains. “What happens in a lot of other companies is it’s very defined: you have to do XYZ, then you can move up. We don’t do that.”
Employees make it clear what keeps them engaged:
“Providing education and training and the opportunity to help clients, as well as ourselves.”
“The company is doing an incredible job at fostering team building, empowering individual growth, giving back to the community and providing outstanding training and support.”
“A really cool place to work that helps everyday people from all walks of life.”
“Given the size of the company, management ensures that the workplace feels inclusive for everyone.”
The company also invests heavily in industry certifications, not as a compliance task but as a career-building opportunity. Leadership proactively identifies and offers learning pathways with nearly one-third of the current leadership team promoted from within.
That internal mobility echoes Christakos’ own story. “If someone had asked me if I’d be in this position five or six years ago, I probably would have said absolutely not; it wasn’t my driver.”
Maintaining culture across a geographically dispersed and hybrid workforce has its challenges, but Infinity leans on consistency of values and deliberate connection.
Monthly virtual town halls, cross-team project channels, and executive visibility all play a role. “We make sure our culture is intentional,” says Christakos. “Executive leadership is on the floor every single day, rolling their sleeves up with the team.”
Despite offering flexibility, many staff prefer to work on-site. Purpose also fuels cohesion. Employees don’t just support Infinity’s client proposition; they use it themselves.
Christakos says, “Easily 35% to 40% of our staff have taken on the strategies that we teach our clients. It really is changing people’s lives.”
This sense of shared purpose has become a defining feature. Or as Christakos describes it: “It’s the Infinity DNA. It’s a mindset. It’s accountability. But it’s also about being part of something bigger.”
Employee satisfaction rating: 80
Top satisfaction factor: “I am satisfied with the flexible work options offered by my organisation”
At this non-bank lender and wealth management company, connection starts at the top. Employees consistently point to the accessibility and openness of CEO Chris Andrews as a reason they feel engaged and informed.
Under his leadership, La Trobe Financial has introduced touchpoints that bring him into direct conversation with staff at all levels, from ‘Meet the CEO’ sessions for new starters to roundtable discussions and company-wide town halls.
“These forums go beyond visibility; they create genuine opportunities for dialogue where questions are welcomed and feedback is acted upon,” explains senior executive and HR director Amanda Jakovac.
“His willingness to engage with employees, sharing his journey, answering questions candidly, and listening to emerging topics has built trust and strengthened our culture of inclusion and accountability.”
Where La Trobe excels, employees are taking notice:
“Providing opportunities for staff to develop and make meaningful contributions to the business”
“Listening to what employees value and implementing changes relative to the majority”
“My co-workers are amazing and make each day at work an enjoyable experience. The company has strived to be a leader in guiding and training staff to their full potential.”
“Staff events are always done really well, including annual awards nights, concerts and significant work anniversary milestones; no expense appears to be spared.”
La Trobe gathers employee feedback through multiple channels to capture sentiment across the business in real time, including:
annual engagement survey
regular pulse checks
structured feedback loops, complemented by direct forums such as CEO roundtables and exit interviews
HR representatives embedded in the business as consistent points of contact
Feedback is shared with teams that develop action plans tailored to their needs. Progress is tracked and reported, creating a loop that holds leaders accountable and ensures follow-through.
“This approach ensures that employee voices are not only heard, but actively shape the way we evolve our culture, policies and practices,” adds Jakovac.
Employee development is a deliberate, structured effort at La Trobe. A four-tier training framework guides people through each stage of their careers, backed by clear pathways for internal mobility. Vacancies are posted on an internal platform, stretch assignments are offered and succession planning supports cross-functional moves.
Recognition is built into that progression. Achievements are shared across internal and external channels, with an emphasis on stories that motivate colleagues from a range of backgrounds.
Connection is equally intentional. With offices in multiple states and a hybrid workforce, La Trobe replicates key events and programs in each location. Staff are flown between offices for major moments such as inductions and training workshops. Workspaces are designed for collaboration, and leaders plan in-office days to ensure teams spend meaningful time together.
“Our values are consistently reinforced through employee onboarding, leadership behaviours and internal communications that are written with intention, ensuring every employee feels a shared sense of purpose and belonging,” Jakovac explains.
Celebrations of milestones, client testimonials and birthdays are shared on the company intranet, keeping connections at the forefront.
Employees notice the investment in both culture and experience. The mix of open leadership, structured feedback loops, targeted development and inclusive events has shaped a workplace where people can see their input reflected in action.
Australia's best mortgage employers to work for take culture seriously by structuring it, resourcing it and measuring its impact.
Key takeaways
career development is planned, visible and linked to retention
hybrid work is standard across high-performing firms
feedback loops are active and action is expected
recognition is built into systems, not left to chance
strong leadership is visible, consistent and people-focused
The process of finding and recognising the best employers in the Australian mortgage industry took place in two phases. First, MPA invited organisations to submit their details in a survey, in which they were able to describe their offerings and business practices. Second, employees from the nominated companies were asked to fill out an anonymous survey to rate their satisfaction with a number of key factors, such as compensation, employee development, culture and work environment.
Each company was required to meet a minimum number of employee responses based on its overall size. Any company that achieved a satisfaction rating of 80% or greater was named a Top Mortgage Employer.
