Firm grew from a need for flexibility. Today, family and relationships shape its direction
Pam Brown didn’t begin her mortgage career with a five-year plan.
“In the beginning, it was just a means to an end,” said Brown (pictured). “I wanted to earn a decent salary and be at home with my children.”
Over two decades later, her firm, Pam Brown Mortgages, has grown into a family-run operation spanning mortgages, protection, and pensions – shaped as much by circumstance as by strategy.
Evolving roles within a family business
What began as a part-time arrangement transformed when Brown’s son was diagnosed with Crohn’s disease. “From that moment, my whole attitude changed,” she said. “I needed to build something that could support him.”
Her son Joe eventually joined the business, focusing on pensions and investments – an area Brown had previously referred out. “Now, I think about it all the time,” she said. “It’s opened up a new arm of the business.”
Her daughter Nina followed later, initially pursuing a career in surveying. When that path proved unsatisfying, she entered the firm’s protection division. “The ins and outs of protection have changed dramatically,” Brown said. “When I started, we had one policy. Now, every provider has dozens.”
Segmenting responsibilities has helped the business manage its complexity. “I was trying to do it all,” Brown said. “Now, each of us handles a different area – and that makes it more sustainable.”
Charitable efforts with industry reach
Since the pandemic, Brown has become known in industry circles for her charity work, particularly around fundraising for Crohn’s disease. A decision to organise a group climb of Ben Nevis – inviting colleagues from across the mortgage sector – had an unintended effect.
“The relationships that came from that were significant,” she said. “You see people differently when you’ve climbed a mountain with them.”
The events have continued, raising nearly £100,000 to date. Brown acknowledged the business impact but stopped short of calling it a strategy. “Two clients told me this month they came to me because of the charity work,” she said. “But that wasn’t the aim.”
Her presence on social media, particularly Instagram, has also created visibility. “People stop me in the street in Bicester and ask about my runs,” she said. “It’s a reminder that clients notice more than you think.”
Changing networks, looking for alignment
Brown’s firm recently moved from its previous network to the Mortgage Advice Bureau (MAB), citing dissatisfaction with leadership and culture. “I didn’t like how things were handled,” she said. “I wanted to be in a network where people support each other.”
She had been approached by MAB for several years, but it was only after meeting key figures like Peter Brodnicki and Gordon Henderson that she made the switch. “What struck me was how loyal people were to Peter,” she said. “That’s usually a sign something’s being done right.”
The transition is ongoing, but Brown noted the responsiveness and infrastructure as early benefits. “If I need help, I can call and get it,” she said. “That wasn’t my experience before.”
Keeping clients at the centre
Throughout economic shifts and regulatory changes, Brown’s approach to service has remained consistent. “You just have to ride the waves,” she said. “But I never forget that every client has a choice.”
Her firm relies entirely on referrals. “We’ve never advertised, never had an agent,” she said. “That tells you something.” Treating every client – including many whose first language isn’t English – with respect is a priority. “People come in nervous,” she said. “The fact they’ve been referred means they’re already more comfortable.”
Asked for her referral strategy, Brown was characteristically straightforward: “Just be nice to people.”
