How shifting from adviser to business owner mindset is helping brokerages scale sustainably in a changing market
Many brokers launch solo with a vision of control, service quality, and flexibility. But turning a one-person operation into a scalable business requires more than writing good business demands a mindset shift.
Neezam Romjon, owner of Rebus Financial Services, knows this well. He entered the market in 2013 just as the Mortgage Market Review was tightening the rules. "It was a really good time to come in," he said. "I was learning the new rules from day one, whereas more experienced advisors had to relearn a lot."
He began through an estate agency, moved to HSBC for lender-side experience, and later returned to brokerage. Today, that firm has grown into an eight-person team, shaped by systems, selectivity, and a focus on sustainable growth.
The mental leap from adviser to owner
For many brokers, the barrier to growth isn't market conditions, it's mindset. Romjon believes that the critical first step is learning to look at the business objectively.
"You have to step out of the mindset of being an adviser and into that of a business owner," he said. That means thinking beyond individual cases and focusing instead on systems, strategy, and sustainability.
This shift can help firms clarify their ideal client base, refine workflows, and delegate non-advisory tasks to better-suited team members. “There are parts of the role I detest, like the admin side,” Romjon said. “But there are people who do it better, and our clients benefit from that.”
Operational strategy without sacrificing service
A common concern for owner-advisers is that growth means compromising on service. In practice, strategic systemisation can protect and enhance service levels.
Romjon’s team, for example, mapped the entire client journey in detail—from initial enquiry to ongoing retention touchpoints. "We bought a four-metre whiteboard and broke every step down," he said. They then asked whether each task required an adviser’s involvement, or could be handled, or even improved, by support staff or automation.
That operational clarity paved the way for adopting CRM platforms, automating routine follow-ups, and outsourcing marketing functions. The goal is to preserve the adviser’s time for activities that genuinely require their expertise.
Client targeting and lead strategy
Rather than cast a wide net, Romjon suggests firms benefit from narrowing focus. His brokerage, for example, centred its proposition on first-time buyers, clients who typically value advisory support and benefit most from education.
Understanding that demographic helped determine the most effective marketing channels and partnership strategies. “You can try to go after everything,” he said, “or you can narrow your focus and build something meaningful.”
This approach extended to automating retention processes and developing selective referral partnerships, particularly with estate agents who share their values and client focus.
Working backwards from a defined goal
Long-term growth, Romjon argues, starts with clarity. Working with a business coach, his firm mapped a five-year plan that prioritised lifestyle goals as much as revenue targets.
That roadmap made growth feel achievable by defining incremental milestones. It also enabled agility. “It’s hard to change direction when something isn’t working, but it’s essential,” he said.
One common misstep he warns against is trying to master everything in-house - marketing, web design, social content. “Eventually, you realise letting experts handle those tasks frees you up to focus on what you do best.”
Future-facing growth for broker-owners
Sustainable brokerage growth doesn't require rapid expansion or large teams. But it does require structure, focus, and the willingness to let go of control in the right areas.
Romjon highlights the importance of team fit and vision alignment. “We make our team part of the mission,” he said. “If you want buy-in, you have to share the vision and invite contributions.”
For owner-advisers looking ahead, define success early, and scale with intention. Romjon’s experience reflects a broader shift in how growth-minded brokers are learning to lead, not just advise. In the current market, the firms that thrive will be those that think structurally, act intentionally, and build with sustainability in mind.
