We’re based in Glasgow, but enjoy working with clients all over the UK.

I’m proud to say we’re the winner of the Primis Mortgage Network top mortgage firm and top overall firm awards, and we’ve achieved platinum status on FeeFo for great customer service.

Within our group we operate three brands: Lifetime Planning (a Scottish new-build brand), Aberdeen Mortgage Company (serving the local market) and Super Contractors, which we created in 2013 to enable us to branch into new territories, including London and the southeast of England.

We regard our Super Contractors brand as a disrupter of the way things are done in that sector. It is all about setting out our stall to create a superhero theme by championing the day-rate contractors that historically didn’t always have it easy when arranging mortgages or protection products.

We like to do things differently — even being known to send clients out on a track day behind the wheel of a Ferrari, or to lend them our bespoke Super Contractors-branded drones to entertain their guests at a house-warming party (pre-Covid 19, of course).

What led you to become a broker?

I come from an investment banking and mortgage operations background.

Being a bit nosey during my time in operations, I often wondered what it would be like to work on the brokerage side of mortgages. One day in 2013 while I was day-rate contracting, I responded to an advert from Lifetime Finance Group to become a mortgage broker.

After speaking with the managing director, it was clear there was also an opportunity to diversify from doing mortgages in one sector. I joined the firm and was able to write mortgages while playing my part in building the Super Contractors brand. I became group managing director around three years ago.

What plans do you have for the future of your firm?

We’ll keep pushing to make mortgages easier for clients and build effective referral partners. We’ll also continue to innovate and grow by looking at opportunities and investments.

I want us to keep focusing on being a really good place to work. There’s no point bringing good people in and not looking after them or retaining and developing them. You’ll just lose them and have to start again. Clients know when you’re happy and engaged.

What single thing could lenders do to improve brokers’ lives the most?

Make things quicker by giving decisions based on data from open banking application programming interfaces, instead of paperwork.

I strongly believe this is the future of mortgage lending. The process needs to speed up and become easier for the end-client.

What advice do you have for a broker just starting out?

First of all, find a reputable firm. Check their reviews. Then it’s up to you because, for me, personality and attitude are everything.

I’m of the view you can pretty much learn anything but without the right attitude it’s game over; you won’t get far and you won’t develop strong relationships.

These qualities will serve you well in life, not just in your job.

How can the industry encourage a new intake of brokers?

There are two parts to this. First, the government and lenders should encourage people to see the benefits of investing in property, especially by helping first-time buyers with ongoing initiatives.

Second, the networks and mortgage firms need to make sure our industry gets the strong and credible reputation it deserves. We are now highly regulated, which adds to our credibility, and it can be a job for life.

We are giving clients the advice and the opportunity to buy a home or move house. It’s likely to be the biggest purchase a client will ever make.

We can put the industry more in the shop window with success stories of people who have built a career path for life.