Ciarán, welcome! Would you be able to give us a quick intro to yourself and Green Mortgages?

Sure, happy to. Thanks for having me. I'm Ciarán Power, the Operations Manager at Green Mortgages. I joined the team two years ago, with a background in finance and accounting. My role is quite varied—I initially started in broker support, helping advisors with file preparation and document reviews. Over time, I took on more responsibilities, moving into a leadership role in the team and eventually expanding my involvement across operations, working closely with the director team.

This includes handling a bit of everything—marketing, internal processes, sales support, managing our broker support team, and overseeing CRM and digital engagements. So, quite a mix!

As for Green Mortgages, we were founded in 2018 under a different name and rebranded to Green Mortgages in May 2022. We're a whole-market mortgage broker offering bespoke mortgage, protection, and life insurance solutions. It’s been an interesting few years—challenges like COVID, and the 2022 mini-budget brought obstacles for us and the wider financial sector. We've also recently changed compliance networks, so there’s been a lot of internal change. But the team here is fantastic; everyone goes above and beyond, which really contributes to our success.

Sounds like you've taken on a lot of roles, which often happens in smaller companies! Given your broad experience in the mortgage industry, what do you think are the most pressing challenges brokers face today, particularly in terms of staying competitive and removing the need for in-person meetings with brokers?

Yes, for us at Green Mortgages, we’re fully online—no in-person meetings—so adapting to digital methods is core to our approach. I think the main challenge for brokers today is keeping pace with rapid technological change. Customer expectations have evolved significantly over recent years; clients now expect convenience, speed, and ease of use. With people leading busy lives, fewer clients are seeking face-to-face advice. Instead, they want efficient digital experiences that fit seamlessly into their daily routines, whether that's via WhatsApp, email, or video calls.

For some brokers, shifting to a digital customer journey will be challenging, while for others, it will come more naturally—it really depends on how adaptable the business is to technological change. Here at Green Mortgages, we’ve chosen to embrace it fully. Across the industry, the pace of technological advancement is faster than ever before, impacting both brokers and lenders alike.

Staying competitive means adapting to these changes and continuously updating internal processes to keep pace. Not only is this crucial for remaining competitive, but it also enhances the customer experience, ultimately leading to better outcomes.

Absolutely, we’re hearing similar challenges across various sectors. It seems like everyone is pushing to become more digital, not just in finance.

Absolutely.

In your discussions with brokers and lenders, what concerns do you hear most frequently about the future of the mortgage industry? Are there recurring themes around technology, regulatory changes, or challenges arising from the recent government budget?

Yes, definitely—regulations are a major focus, especially with the introduction of consumer duty. It adds cost, time, and complexity to the compliance side of the business, which is essential for all brokers. Our compliance department plays a crucial role in keeping everything on track, but staying compliant is becoming increasingly time-consuming. Brokers now need to think about maintaining compliance without excessive manual intervention, which underscores the importance of having the right technology and strategy in place.

Navigating these rising requirements, especially with consumer duty becoming more stringent under the FCA, requires engaging with the right people and considering various tech solutions. We've identified the need for increased compliance measures early on, which has helped us prepare. The challenge now is anticipating future changes and staying ahead.

Technology is central to this adaptation. The advancements in AI, for example, are helping to increase efficiency and streamline operations. We’ve experienced this firsthand with our internal systems. However, there’s a balance to strike—we don’t want to automate so much that it replaces the advisor or depersonalizes the customer experience, as trust is vital in mortgage transactions. Finding that balance between automation and personal service is key to ensuring all parts of the business work seamlessly together.

Absolutely. What you mentioned about finding the right balance is key. And, of course, the size of the brokerage plays a big role—some are more bullish on adopting new technology, while others may be more cautious. At Sikoia, when we talk about automation, our goal is to remove the administrative burden, not the human connection. We want to give brokers more time to engage with their clients, rather than replacing that personal touch. Ideally, automation frees up time for those real conversations, which are so valuable in this field.

Exactly, that’s exactly it.

It’s about creating space for meaningful interactions.

Yes, it’s about allocating resources effectively. In a small business, you’re always balancing limited resources with a long list of tasks. Compliance requirements can easily eat into that time, so it’s crucial to prevent them from overshadowing the personal side of the business.

Exactly, I completely agree. And it also depends on the team you have around you. For someone working solo, it can feel overwhelming to keep up with all these new developments in the market. You mentioned that Green Mortgages is becoming increasingly digital. How do you manage clients' expectations for a personal touch, which they might still value in the mortgage process?

Yes, absolutely. From the first contact, it’s important that clients know they’re speaking with a real person—not just a chatbot or automated system. I think there will be pushes in the industry to digitize the entire process, but we see immense value in retaining that human element. A personal touch is vital for client retention, cross-selling opportunities, and ensuring clients feel secure in the advice they’re receiving.

While we’ve adopted streamlined tools that help us internally, these tools are meant to support our advisors, not replace them. We want our advisors to have a comprehensive set of resources to efficiently serve clients and provide a personalized customer journey based on individual needs. Of course, like any business, we also need to maintain a certain level of profitability to keep growing, so balancing personal service with operational efficiency is key.

That’s really where our shift has come from—using technology to handle more of the administrative tasks and automate what we can. We’re not a large firm and don’t have a dedicated tech team, but we do have our CRM, which is central to everything we do. Previously, our processes were very paper-based; we’d manually fill out fact finds for clients and print documents for review. With four printers running all day and stacks of files filling our storage, it was pretty unsustainable.

Now, we’ve managed to digitize about 95% of those tasks, which has been transformative. We’re also working on future-proofing the CRM, and that’s where our partnership with Sikoia comes in. We’re still in the early stages and have a lot of tech improvements to flesh out, but we’re clear on where this will fit in. Future-proofing is crucial for us as a management team because it sets a foundation for growth.

But as always, it’s about balance. While we digitize, we still want to keep that personal touch clients value. We ensure clients can reach someone if they have a question, even outside standard hours. For that, WhatsApp has been great—every advisor has it, and clients love being able to check in on their enquiry progress or application status with a quick message rather than jumping through hoops for updates. It keeps things simple and lets us maintain that personal connection, which is incredibly valuable.

Exactly, that’s such an important point. This initial human contact really helps clients feel connected and know who to reach out to if they need support. We’ve talked a lot about CRM, but from a technology perspective, what innovations do you believe have the most potential to transform how brokers work?

We’re definitely seeing a lot of new and exciting tools emerging that make life easier—not just for advisors, but for the entire team, including admin and broker support. One of the first questions we asked ourselves as a management team was, “Where can we implement AI, and how can it add value to our process?” A big bottleneck for brokers is in document processing—things like reviewing bank statements, pay slips, and verifying IDs. It’s a time-consuming process, especially if advisors are doing it themselves, and even with a broker support team, it can slow down the sales process.

We started by asking if AI tools even existed to handle these tasks. After seeing how intelligent AI has become in other areas, we thought it should be capable of analyzing bank statements to give us a clear picture of a client’s financial situation. Fortunately, there are solutions out there, and we’ve partnered with Sikoia to explore this journey together.

In addition to AI, open banking and access to ‘soft search’ facilities have been a game-changer. They’re secure, real-time, and eliminate the hassle of chasing down financial information from clients, which can sometimes be difficult, especially for clients who aren’t tech-savvy. Now, with just a few clicks, we have immediate access to what we need.

Another valuable innovation we’ve integrated is an affordability assessment tool within our CRM. We simply send data from our CRM to this tool, and it quickly provides an affordability snapshot across different lenders. Previously, we’d have to fill out forms manually for each lender, which took significant time. Shaving off these minutes not only speeds up our internal process but also improves the client experience by allowing us to respond more quickly.

Overall, these advancements in AI, open banking, and affordability tools are already transforming how brokers work. By making internal processes more efficient, we can provide faster, better service to clients. I think these kinds of tools will influence how brokers succeed in the future.

Absolutely. It ties back to what we discussed earlier—at the end of the day, we’re all businesses, and balancing efficiency with quality is key. If you can save time on administrative tasks, it frees you up to focus on delivering a great customer experience and onboarding new clients. That’s a win all around.

Definitely, a win for both the customer and the business.

Exactly. Now, just a quick one—since we’ve been talking a lot about AI, are there any other tools you think would be valuable to add to your CRM, or innovations you’d love to see integrated that aren’t currently available?

Yes, one feature we see value in is integrating a call system within the CRM that also records calls. Ideally, we’d have an AI tool that can summarize key points from each call, which would be a great resource for training new hires and current team members on handling different types of calls. This would be a quick win for us.

Beyond document processing, we’ve brainstormed other AI applications, but it’s a challenge to sit down and think through where else it could fit in meaningfully. It raises a big question for brokers: will AI ever reach a point where it can provide advice directly? And as business owners or advisors, how comfortable would we feel letting an AI handle that aspect without human oversight? And perhaps the most important query, where would that line be drawn by the FCA?

So, while AI for fact-finding and training has clear benefits, it can be overwhelming to figure out where else it might fit. We haven’t fully explored this yet beyond our current CRM setup, but I’m sure we’ll revisit this question many times in the coming months and years.

Yes, it’s fascinating to think about where things could go in the next five or ten years. I don’t often have the time to sit down and map out these changes either! But looking ahead, what significant shifts do you see happening? We’ve talked a lot about technology and AI, but are there other areas that might change the way processes work or the tools we need?

Absolutely, I think we’ll see quite a few changes, even in simple technology within lender systems and how they connect with brokers. One area we’re focusing on is more integration with these systems to reduce the need for manual data entry. For instance, having open APIs to feed data directly to lenders’ applications would make a huge difference in efficiency.

Another area is retention tools. After a mortgage is completed, we want automated touchpoints with customers, depending on their fixed-rate term—say, 18 months or four years down the line. Predictive analytics and automation could help us keep in touch proactively, which is both beneficial for the client relationship and a potential growth area for brokers. It saves time by eliminating the need for constant manual follow-ups to check in on clients or see if they need additional products.

We’ll likely also see advancements in product comparison tools. Imagine having real-time data updates instead of daily refreshes on available products. This would give brokers the most competitive rates and options up to the minute, helping us act faster in a constantly shifting market.

So, while AI will play a part, it’s not always about AI specifically. Simple improvements in infrastructure—better integrations, automation, and faster access to accurate data—can have a big impact on the speed and quality of service between the client, broker, and lender.

Absolutely. I’ve heard similar sentiments from other brokers as well. Many feel frustrated by how difficult it is to keep up with all the lending options available, especially as conversations evolve around these topics. As the housing market continues to change—shaped by economic shifts, regulatory updates, technology, and shifting customer preferences—how do you think brokers and lenders can stay relevant and competitive in the future?

It’s a great question, and it really ties back to a lot of what we’ve discussed so far. A big part of it is adapting to technological change, but also learning from recent market volatility. The mortgage market has faced some shocks over the last few years, and for small to mid-sized brokers who came through it unscathed, those challenges served as valuable learning experiences. Going forward, I think we’ll see more companies taking a proactive approach to prepare for similar disruptions.

Internally, it’s about cutting down manual processes while also meeting customer expectations. Gone are the days when clients would expect primarily face-to-face meetings. Brokers may need to consider hybrid approaches, while some, like us, might go fully digital. Going digital hasn’t affected the quality of our client relationships because we’ve built the right foundation to keep communication natural, personal, and effective.

Of course, client needs could shift again in the future, potentially reducing the demand for human touchpoints even further. So, it’s important to have contingency plans to adapt to these evolving preferences.

Exactly, and that brings us back to the balance between staying bullish on tech adoption or being a bit more cautious.

Yes, it’s about not wanting to be left behind but also being ready and willing to change.

Exactly. So, last question. For a small mortgage broker who might be hesitant to adopt new technology or is struggling with the growing complexity of the market—it’s easy to feel overwhelmed with so many new options out there—what advice would you give to help them stay competitive and embrace innovation?

Our main advice would be to start small and build gradually. We’re still on this journey to adopt new technologies, and with so many solutions on the market targeting brokers, figuring out which ones to adopt can feel overwhelming. Start with small improvements; that’s been our approach, and it’s worked well. When you tackle one area at a time, you quickly start to see progress, and it becomes easier to identify which areas still need work.

Another key point is having a strong online presence. Whether you’re big or small, digital visibility is crucial, from social media to customer reviews. The market has gone almost entirely digital, and that includes lead generation. Growing organically in these areas can really support your business alongside any internal tech improvements you make.

Also, stay connected with others in the industry. Even if you’re not adopting every new tool, talking to peers who are exploring different solutions broadens your perspective and helps you understand what could work for you. Every broker faces similar challenges, but how each adapts will be unique. Staying open to change and willing to learn will ultimately help you make the best decisions for your business.

Absolutely, and you’ve highlighted a crucial point: while technology can help with internal processes, it’s also essential for attracting clients in this competitive landscape, especially for smaller brokers.

Thank you so much, Ciarán. That was all of our questions—it’s been great having you.

Thanks for having me!

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