From physio to CEO: Mark Pullar's broking journey
Roost CEO and mortgage adviser Mark Pullar (pictured) shares how he transitioned from physiotherapy to property finance, the importance of partnerships in broking, and why grit matters more than a finance degree.
Returning to his roots
Pullar’s journey into mortgage advising didn’t start in a bank – it started with a passion for property. At the time, he was working as a physiotherapist and investing on the side. Then, in 2007, he took a bold leap: buying the Roost franchise rights for Queenstown.
“I came into the industry as a budding property investor. At the time, I was working as a physiotherapist, but I was passionate about the power of leverage to create wealth,” he says.
“In 2007, just before the global financial crisis, I bought the Roost franchise rights for Queenstown from Miranda Caird. Back then, you could borrow 105% to buy a house – those were the days!”
It was a family decision as much as a business one.
“We chose Roost partly because my wife Emma loved the brand,” Pullar says. “Eventually, we bought it back from AMP after Miranda sold it on.”
Pullar admits his entry into finance was unconventional – and that’s part of what defines Roost today.
“I had no financial training – just a one-week crash course before diving in,” he says. “In those days, you could fake it till you made it… and to some degree, I still am!
“I’m proud to have reached the top of the industry without a background in finance or banking. It’s something that sets us apart at Roost – we’re not a group of ex-bank employees; we’re dealmakers who think like our clients, not like a bank manager.”
Broking evolves into a true partnership
One of the biggest changes Pullar has seen over the past 17 years is a cultural shift in how banks view brokers – not as competitors, but as collaborators.
“One of the most positive shifts since I began has been banks increasingly recognising brokers as partners rather than competitors,” he says. “That change – particularly noticeable in our region – has led to better outcomes for everyone, especially customers.”
Pullar sees a strong division of roles as key to a healthy ecosystem.
“The industry works best when each party plays to its strengths: lenders focus on delivering quality products quickly, and brokers focus on service, relationships, and advice,” he says.
Pullar also praises the return of servicing commission, which he believes has elevated the profession.
“Equally important has been the re-emergence of servicing commission,” he says. “It’s played a vital role in professionalising the sector and making it more sustainable. It enables businesses like ours to invest in high-quality staff, technology, and systems – and to withstand the inevitable headwinds that come with market cycles.”
Level the field and speed things up
Despite the progress, Pullar is quick to point out challenges – particularly around speed and fairness in how banks work with advisers.
“The biggest challenge presently is the speed of delivery of solutions to advisers and a sense of a drift towards some channel inequality,” he says. “Some banks seem to forget that things work best – and classiest – when we operate as true partners on an even playing field.”
Pullar says the solution lies in both mindset and investment.
“The solution is twofold: eliminate channel inequality and invest in the technology and people required to support advisers effectively,” he says. “When banks empower brokers with fast, reliable access to lending solutions, we’re able to deliver outstanding service to our mutual clients.
“At the end of the day, we all win when we work as a team.”
Tested by crisis, strengthened by loyalty
One of Pullar’s most defining career moments came early – and under pressure.
“I quit my job with two kids under two, no industry experience, and no contacts,” he says. “Within a year, the global financial crisis hit – the property market stalled and lending dried up almost overnight.”
In those early days, resourcefulness was key.
“Back then, we were literally sending loan applications by fax – I even hired my brother-in-law just to run the fax machine,” Pullar says. “Seventeen years on, he’s still with us and has worked across almost every part of the business. Today, he’s a key part of the engine room that drives Roost.”
And while the learning curve was steep, he says it was those hard years that shaped the company’s long-term strength.
“The lesson? The toughest moments often lead to the strongest growth,” Pullar says. “Every challenge we've faced has made our business more resilient, more focused, and more aligned with our clients. Roost has never been stronger – and I wouldn't trade the journey for anything.”
No finance degree required
When asked what advice he’d offer to aspiring advisers, Pullar says you don’t need to look like a traditional banker to succeed.
“This is a customer service and empowerment role first and foremost,” he says. “You don’t need a finance degree or a banking background to succeed. In fact, not having one might be your greatest strength – it’s your unique selling point.
“If you love helping people and solving problems, there’s a place for you in this industry.”
