Hidden deal killers in conveyancing – and how brokers can stop them

Brokers rarely lose a case because of one catastrophic error. More often, it is a chain of small, avoidable issues that slowly drains momentum from a transaction until it stalls altogether.

From the conveyancer’s side of the fence, those issues are depressingly familiar. For Jaz Dhaliwal, the real problems are not the obscure points of law, but the basic steps that could have been dealt with weeks earlier – usually with better preparation and more honest communication between client, broker and lawyer.

When the basics aren’t in place

The first “hidden killer” is the simplest: incomplete documentation and clients who are not prepared for the questions they will face.

“Clients frequently approach us without having basic documents in order such as an unsigned passport or unacceptable proof of address (often providing only a credit card statement, which is insufficient),” Dhaliwal told Mortgage Introducer. What should be routine identity and address checks can easily turn into a mini-crisis when the right paperwork simply does not exist.

On top of that, the source-of-funds conversation still catches many borrowers off guard.

“Some clients react defensively or with frustration when asked about their source of funds at the outset. This usually stems from not being properly prepared for these questions,” she explained.

From Dhaliwal’s perspective, this is precisely where brokers can make the greatest difference with the least effort. Rather than leaving these “awkward” discussions to the solicitor, they can normalise them at the very start of the journey.

“If brokers take the lead in managing these conversations early, clearly explaining regulatory requirements and setting expectations from the start, clients are far less likely to feel surprised or challenged. Early disclosure and guidance significantly reduce friction, prevent delays, and keep transactions moving smoothly.”

In other words, ID, proof of address and source of funds should be presented to clients as standard, non-negotiable parts of the process – not as something vaguely administrative that will “get sorted later”.

Not all properties are created equal

The second avoidable problem is a failure to pin down exactly what kind of property the client is buying and what that means for the legal work.

“Another avoidable issue arises when it is not established early on what type of property the client is purchasing,” Dhaliwal said. “Transactions involving shared ownership, new builds, or other specialist property types require solicitors with specific experience. Not all conveyancers are equipped to handle these matters efficiently, and instructing the wrong solicitor can result in delays, errors, or even failed transactions.”

For brokers dealing regularly with shared ownership, new-build schemes, complex leaseholds or anything involving cladding and ground rent, this should ring alarm bells. A case that looks straightforward at DIP stage can become anything but once the contract pack arrives.

“Confirming the property type at the outset and ensuring the instructed solicitor has relevant expertise is critical to avoiding unnecessary complications later in the process,” she said.

The difference between a specialist and a generalist in these scenarios is not simply one of technical knowledge. It often shows up in how quickly potential problems are identified and escalated, how well the conveyancer understands lender expectations, and how confidently they can advise the client when pressure mounts from a developer or an agent.

The true cost of chasing the lowest fee

The third deal killer sits squarely in the way conveyancing is often sold to the public: as a commodity to be bought on price alone.

“Focusing solely on the lowest legal fee often proves counterproductive,” Dhaliwal argued. While a cheap quote can look attractive at first glance, it rarely tells the full story about service levels, capacity or how the case will actually be managed.

“Guiding clients toward conveyancers based on service quality, responsiveness, capacity, and experience rather than price alone leads to better outcomes for all parties involved,” she said.

From her vantage point, the same problems recur with bargain-basement providers: patchy communication, slow turnaround times and a lack of proactive case management. None of these show up in the initial quote, but all of them can cripple a chain.

“A well-matched, experienced conveyancer adds value by identifying issues early, communicating clearly, and keeping momentum throughout the transaction, ultimately saving time, stress, and cost in the long run.”

For brokers, that means being willing to explain – sometimes quite bluntly – that shaving £50 off a legal fee can end up costing far more in lost time, stress and in some cases, the transaction itself.

Why the “full picture” matters from day one

If there is a single theme that runs through Dhaliwal’s comments, it is the importance of the first handover. The way a case is introduced to the conveyancer often sets the tempo for everything that follows.

“For me, communication is everything,” she said. “I really appreciate it when brokers give the full picture from the very start, rather than just passing along a name and property address.”

When that does not happen, the consequences can be dramatic. Dhaliwal recalls files that appear routine until, several weeks in, the true complexity emerges. Suddenly she discovers that the deposit includes a £40,000 parental gift and the lease has only 72 years remaining.

“At that point, the lender needs a deed of gift, ID checks on the parents, and confirmation that the lease will be extended. The whole transaction comes to a halt, which could have been avoided.”

These are not obscure details. They are the kind of facts a broker will often know early on, long before a solicitor sees the file.

“When brokers treat the initial instruction as a proper handover – a chance to give me the full picture – it makes such a difference. The earlier I know the details, the faster I can protect the client, meet the lender’s requirements, and keep the deal moving smoothly.”

A short note on gifted deposits, lease length, chains, deadlines or unusual circumstances can be enough to change how a conveyancer structures their work, what they prioritise and which questions they put to the lender.

The broker as the missing link

Brokers can sometimes feel that, once a case goes “into legals”, their influence over the timeline ends. Dhaliwal’s experience suggests the opposite: an engaged broker can be the critical link that keeps a transaction moving when lender queries threaten to stall it.

“Conveyancers have a duty to flag certain issues to the lender before we can proceed – for example, if the ground rent exceeds the lender’s maximum threshold, or if the property is a leasehold with a short lease,” she explained. “While we act quickly to raise these queries, lenders don’t always respond promptly, and even a few days’ delay can stall the transaction.”

At this point, the broker is uniquely placed to intervene.

“By acting as a proactive bridge between the lender and the conveyancer, brokers can follow up effectively, checking in with the lender after a query has been submitted to ensure it hasn’t been overlooked. They can provide clarity, offering any additional information the lender might need to avoid unnecessary back-and-forth. And they can manage expectations, alerting clients to potential lender delays so there’s less frustration and pressure on the conveyancer.”

According to Dhaliwal, the impact of this kind of involvement is far from marginal. “Even a small nudge from the broker can save several days – sometimes a week or more.”

In a tight chain or a time-sensitive purchase, that can make the difference between a completed deal and a collapse.

The problem with optimistic promises

One recurring flashpoint between all parties is the question of how quickly lenders will respond. Here, Dhaliwal sees a pattern that brokers could address quite easily.

“One common area is around lender response times,” she said. “Brokers sometimes reassure clients that a lender will respond ‘within 24 hours’ to queries or authorisations. In reality, very few lenders can respond that quickly – they often need to consult valuers to assess.”

The result is predictable. When the promised update fails to appear, clients become anxious and impatient. That frustration is often directed at the solicitor, even though the delay is entirely outside their control.

“This can create unnecessary anxiety for clients when the response doesn’t come as quickly as promised. The best way to avoid this is simple: set realistic expectations from the start.”

Rather than promising specific turnaround times, Dhaliwal suggests being candid about the variability in lender response.

“Explain that lenders may take several days to respond depending on the type of query and their current caseload. Clear, honest communication upfront prevents frustration, keeps clients informed, and reduces pressure on both the conveyancer and the broker.”

In practice, under-promising and over-delivering is far safer than the reverse – particularly at a time when lenders are managing heavy volumes and changing risk appetites.

What “good” looks like from a conveyancer’s desk

Asked what a “gold standard” broker instruction looks like, Dhaliwal does not talk about volume or panels. She talks about clarity.

“A gold standard referral pack isn’t about sending large volumes of clients through – it’s about sending the right information upfront,” she said. “The more complete and clear the pack, the faster and smoother the transaction.”

That starts with getting the basics right: correct client ID and proof of address that actually meet compliance standards, so the file is not held up later for something as simple as an unaccepted document.

Beyond that, she values a short, clear explanation of how the transaction is structured and funded. If there is a gifted deposit, multiple buyers, unusual income or anything that might trigger lender questions, she wants to know at the outset, not in week four.

Equally important is an early heads-up on any likely legal complications. Shared ownership, short leases, historic planning issues or anything else that might require specialist knowledge should be flagged, so that the right conveyancer can be allocated and the right questions asked from day one.

Finally, Dhaliwal finds it immensely useful to understand the client’s broader context: whether there is a chain, a tight deadline, a notice period or another pressure point that will shape expectations and priorities.

“When a conveyancer receives this level of detail from day one, the file can progress immediately rather than waiting for clarifications or additional documentation,” she said. “In many cases, this upfront clarity can shave weeks off the overall timeline, reduce stress for the client, and make the entire transaction more predictable and manageable.”

Turning risks into an advantage

The issues Dhaliwal highlights are not hidden traps buried deep in the small print. They are everyday realities of ID checks, property types, panel choices, handovers and lender queries. Crucially, they are also areas where brokers can exert real influence.

Brokers who prepare their clients for scrutiny rather than apologising for it later, who match cases to the right conveyancers, who treat the initial instruction as a proper briefing and who are honest about timelines will not only see fewer fall-throughs. They will also build stronger relationships with the lawyers they rely on and with the clients whose trust they hope to retain.

In a market where speed and service are the main differentiators, spotting and neutralising these “hidden deal killers” may be one of the most effective advantages a broker can create – long before the contract is ever sent out.