Sustainable advice models key to preventing mortgage broker burnout

Mortgage advisors are facing a breaking point. "We're living in a world where clients expect instant answers, lenders demand perfectly packaged cases, and the rules change constantly," said Sam Fox, founder of UK Mortgage Centre. "You add in the emotional pressure, the late-night voice notes, and the fact that we're helping people make life-changing decisions – it's a recipe for fatigue."  

Too much to do, for too little return  

"Advisors are getting it from every angle," said Fox. "Interest rates change daily. Criteria changes every five minutes. Lenders want everything perfect. And we’re expected to do more, but get paid less."  

He noted that product transfers often require just as much effort as a full case, but pay significantly less. "You might spend hours on a £250,000 case that pays a fraction of what it used to." 

Technology is another source of pressure, especially for older advisors. "They're thinking, 'I'm great at my job, and now I have to learn AI too?' It's overwhelming."

Fox said burnout is often rooted in poor boundaries. "We’ve got advisors sending voice notes at 10 p.m. That’s not okay," he said. "When you start that, it's hard to stop."  

Self-employed brokers face this acutely. "They see it as the next procuration fee, the next insurance policy. But we tell our guys: know your forecast, manage your time, and treat it like a business. You don't need to say yes to everything."  

To help, Refresh is removing low-value admin and coaching brokers on structure. "Give them the tools and a clear framework, and they can protect their time while delivering better outcomes."  

Training, technology and evolving roles  

Traditional CPD formats are falling flat, Fox said. "You get a BDM coming in saying, 'We’ve got a 90% product and accept three payslips and a parent gift.' Advisors are thinking, 'Boring. I don’t need to sit through this again.'"  

Instead, Refresh is moving toward entrepreneurial training. "How to get referrals, link in estate planning, improve fact-finding – that's what excites people. The art of conversation is dead. Advisors say, 'I emailed the client two days ago.' No – pick up the phone."  

He also wants more useful engagement from lenders. "Don’t just show up with rates, give us real case studies on fraud. Show us how to avoid the mistakes. That’s training that sticks."  

"This industry is about relationships now," Fox added. "If you’re just order-taking, you're going to struggle. Advisors need to be part technologist, part relationship manager."  

He believes strong back-office teams and better tech will be critical, allowing brokers to focus on advice and connection. "Case managers will be key. They’ll need to understand switching, lender criteria, and product nuances. The whole standard will go up."

Rethinking recruitment and compensation

Recruitment, he said, has become a distraction. "I get FOMO every week seeing firms shouting, 'We’re hiring!' and showcasing their growth on social media. It makes you think, 'Are we doing enough? Are we falling behind?' But if you rush it, you drain energy trying to make the wrong person fit."  

Retention, he believes, is more strategic. "Support high performers. Give them tools. Make them feel part of something bigger. Otherwise, they’ll go solo or join a firm that pays more."  

Mortgage compensation he notes is another area that requires improvement. "You work with a client for eight months and get paid £400 – weeks later. Some lenders take seven weeks to pay."  

He cited LiveMore’s model as a step forward. "They pay on completion, then give an annual review fee. It’s only £200 or so, but it aligns with consumer duty and makes long-term service viable."  

A call for balance and vision  

For Fox, the path forward is about building resilience. "Support your people, train them differently, use tech well, and make the model sustainable," he said. "If we don’t, we’ll keep losing good advisors to burnout or better offers."  

That shift, he argues, requires a mindset change across the industry. "We’ve glamorized growth and recruitment, but retention and wellbeing are where the real work is," he said. "You don’t need 10 average advisors. You need a few great ones who feel valued, supported, and clear on their role."  

Fox sees the future in firms that prioritize adaptability, culture and client relationships over sheer scale. "There’s always going to be movement in the industry," he said. "But if you’re building a business that people want to stay in, you’re already ahead. The mortgage advice industry needs less volume and more vision."