As more women launch their own firms, cultural shifts around working practices and business growth are reshaping the sector
The face of the UK mortgage industry is changing – not just in terms of who’s leading, but how they lead. For Katrina Horstead (pictured top), co-founder of Versed, the rise of women-founded brokerages is accelerating a shift from rigid hierarchies toward more flexible, inclusive, and client-focused operations.
“These firms are often built from the ground up with collaboration, balance, and mentoring in mind,” she said. “It’s not just about who’s at the top – it’s about the culture that flows through the business.”
Horstead’s own career spans two decades, including a return to the industry in 2022 after time spent running other businesses and raising a family. Her experience mirrors a broader trend: women re-entering financial services with a clearer sense of what they want to build, and what they want to change.
Flexible working as a growth enabler
One of the clearest shifts women founders are championing is flexible working, not just as a perk, but as a structural advantage.
“Flexibility has historically shut people out of this industry,” said Horstead. “But when you create a workplace that supports families and balance, you actually attract and retain better talent.”
Versed, based in West Sussex but operating largely virtually, exemplifies this. By using remote tools and removing geographic barriers, the firm has grown a national client base while maintaining a small, focused team.
And it’s not just about lifestyle. Research from the Chartered Management Institute shows flexible working is linked to higher productivity, lower burnout, and greater staff retention – outcomes brokerages of any size can benefit from.
Systems that support inclusion
While company culture is often seen as intangible, Horstead argues that operational systems play a key – and sometimes underappreciated – role.
“If your recruitment or training processes are well-structured and consistent, you reduce bias. Good systems lead to good outcomes,” she said.
Too often, she notes, systems are dismissed as dry or bureaucratic. But when designed thoughtfully, they create scalable ways to embed fairness and clarity, whether in hiring, compliance, or client onboarding.
For smaller firms, this structure is also what allows them to grow without losing their identity. “You don’t have to choose between culture and control,” Horstead said. “If you build with intention, you can have both.”
Leadership lessons for the wider industry
Beyond internal culture, women-led firms are also helping reframe what leadership in mortgage advice looks like.
“You see less of the zero-sum mindset – it’s more about collaboration, mentoring, and raising others up,” said Horstead. “That kind of leadership sets the tone for the next generation.”
That approach is gaining traction. As more advisers move toward self-employment or start their own firms, they’re seeking out business models that align with their values. Versed, for instance, is part of the Rosemount network but operates independently, allowing full control over branding and direction.
Still, Horstead is cautious about growth for growth’s sake. “We’re committed to expanding slowly and steadily,” she says. “Rapid scale can dilute your client service and your values.”
A practical path forward
Asked what one industry-wide change she’d like to see, Horstead doesn’t hesitate: normalise flexible working.
“It’s a strategic imperative,” she said. “The talent is out there, but if we don’t change how we work, we won’t attract it.”
For brokerages looking to evolve, the lessons from women founders are clear: build flexibility into your model, treat systems as culture carriers, and grow with purpose. It’s not just about inclusion – it’s about building businesses that are fit for the future.
