Sid Rana of Active Mortgages shares how boutique brokerages stay agile while keeping advice personal and adaptable
For mortgage advisers at smaller firms, workflow isn’t just about efficiency, it’s a reflection of how they choose to engage with clients. “I’m the face of the advice, the admin, and the company,” said Sid Rana of Active Mortgages. “There’s no escape, but that’s by design.”
Rana operates as a registered individual under Active’s Directly Authorised (DA) model. While he runs his own client book, he also uses the central technology and FCA framework provided by the firm. It’s a structure that gives him independence with support, and the ability to shape his workflow without red tape.
Flexibility in structure and tools
Compared to larger networks, smaller firms often move faster and adapt with less friction. “We're not as rigid as some of the larger companies,” Rana said. “We're a bit more flexible. We can pivot a little bit quicker.”
Advisers in the firm can either use the technology provided or bring in their own. “If Gary [Das, the firm’s owner] decides this is the new CRM we're going to use, we adapt and go with it,” he said. “But equally, I've bought in a couple of other tools that I enjoy using and it helps me run my business. That freedom makes a big difference.”
This ability to tailor workflows to individual preferences, while still operating under a compliant framework, is a key advantage of smaller brokerages. “Smaller companies like that would be a little bit more flexible to be able to work in the way they want to work.”
When client engagement can’t be automated
While digital tools are becoming embedded across the advice journey, Rana is clear that the initial consultation still needs a human touch.
“Without doubt, the initial consultation,” he said. “Even if [clients] think they know what a mortgage is and how it works, there's a lot more information that they can't necessarily glean or read because it's more specific to their circumstances.”
Tailoring the conversation to each client’s level of understanding is something only experienced advisers can do well. “Different people are at different levels of understanding,” he said. “More of the experienced advisors will know where to pitch their conversation…you can't get that with AI. Not yet anyway.”
Growth doesn’t have to mean delegation
Rana has opted to keep his operation intentionally lean. “My rule is never to take more work than I can cope with,” he said. “I don't really want to have to bring on an admin to do any work separately.”
While many brokers scale successfully with admin support, Rana prefers a hands-on model. “I want to keep the service personal. If something needs doing, it’s down to me, that’s how I stay close to the client.”
Adopting tech without losing control
That personal service doesn’t mean ignoring technology, just using it where it fits. “We use a portal where clients input their general information, it’s a time saver,” Rana said. “But it doesn't take away the initial conversation or the part where we get to understand what's more important to the client.”
He’s also experimenting with automation in other parts of the workflow. “We're already testing the water out with AI reviewing certain things and menial tasks that take longer for us to manually check bank statements and pay slips for example, AI would do that within seconds.”
The key, he said, is being selective. “We've got to adapt AI to suit the areas that we can use it in, without losing the personal touch.”
Workflow as a strategic decision
Ultimately, Rana sees workflow choices as a reflection of professional intent. “Try not to take on too much work that can't be done in a reasonable personalised way,” he said.
“If your goal as a small brokerage is to grow, then you're going to just...make it more automated. And that’s fine. But you have to know what kind of business you want to be.”
