As brokers eye multi-service models, one business offers tips on how to scale while still delivering quality
Expanding a mortgage business into a multi-service brokerage can unlock growth, improve resilience, and serve a broader client base. But it also risks internal fragmentation, service inconsistency, and compliance pitfalls. Affinity Group’s gradual transition into mortgages, protection, commercial finance, and estate planning provides a grounded case study in how to integrate new offerings without compromising on quality.
One of the most common concerns when layering on new services is the risk of creating silos. At Affinity Group, founder Jamie Lewis says the goal was always a seamless client experience.
"It had to feel like one joined-up journey, not a handoff between disconnected departments," he said. That required more than good intentions. Every client interaction is backed by a standard operating procedure to ensure consistency.
Affinity didn’t launch all services at once. The expansion was driven organically, often by client need – from an unexpected high-net-worth case early on, to demands for specialist and commercial lending support. Lewis says what mattered was doing it "properly and deliberately," not just adding services to broaden the offer.
Strategic diversification in volatile markets
With buy-to-let sentiment subdued and lending conditions shifting, having a diversified service mix can offer operational stability. Affinity has weathered multiple market dips by relying on different parts of the business at different times.
"We don’t add services just to pad things out," said Lewis. "But when one area slows, others often pick up."
Still, he warns against opportunistic growth. "Don't diversify just because it sounds good. Only expand when your client base genuinely needs it, and you can deliver it well."
For firms not yet ready to build out a full department, partnering with specialist brokers is a viable path. Affinity continues to do this in niche areas like asset finance, despite having in-house commercial expertise.
Balancing innovation with consistency
Operational efficiency often requires new technology, but Lewis cautions against letting automation dilute service quality.
"Tech should support the client journey, not replace it," he said. Affinity uses digital tools for retention and updates, but ensures that key touchpoints remain human.
Social media, while useful for visibility, is viewed more skeptically. Lewis pointed out that clients often rely on unverified online content, particularly on platforms like TikTok. "There’s a lot of misinformation out there. We’d rather people book a conversation than rely on soundbites."
Cautious growth, not unchecked expansion
For smaller firms considering a broader service mix, Lewis recommends slow, strategic development over chasing trends. "Ask whether you're ready to bring in a specialist," he said. "If not, find a partner. Share the client rather than compromise the service."
Even as Affinity grows, the firm remains focused on its core: mortgages, protection, and specialist lending. Areas like asset finance and surveying are addressed through partnerships rather than new hires.
"It's about staying grounded. Not every opportunity needs to become an in-house service," Lewis said.
Affinity’s model isn’t about scale for its own sake. Instead, it offers a practical reference point for firms looking to expand while keeping the client experience coherent, compliant, and consistent.
