PARADIGM MORTGAGE NEWSLETTER SUMMER 2026 www.paradigm.co.uk/mortgages
CONTENTS 4 Paradigm Mortgage Services Introduction from Paradigm Richard Howes 8 Key Partnerships The Reinvention of Later Life Lending: Innovation, Flexibility and New Opportunities in a Changing Market 25 Paradigm Giving Back: What Could Your Business be Doing? Amarjot Butcher 12 CHL Mortgages Why Well Designed HMOs Deliver More Than Just Yield 16 Paradigm The Case for Change: Why Mandatory Mortgage Advice for FirstTime Buyers Matters Robert Hunt 22 Paradigm Spotlight on Neurodiversity: Supporting Your Clients and Colleagues Riona Mulherin 11 Paradigm A Practical Guide to Using Quick Response (QR) Codes Graeme Stewart 18 Paradigm The Paradigm Shift in Advice Louise Weiss
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Richard Howes Managing Director of Mortgages Mortgage Market Update 4 Welcome to the second Paradigm newsletter of 2026. Since our last newsletter as seems to be the norm in our industry nothing stays the same for long. The mortgage and housing market as we know started the change period at the end of February and the disruption caused by renewed inflationary pressure linked to geopolitical instability in the Middle East, which drove a sharp repricing of fixed-rate mortgage products appears embedded in our market for the foreseeable future. However, resilience seems to be the word best to describe market conditions and activity and statistics would seem to bear this out. Purchase approvals held up better than many commentators expected. According to Bank of England data, mortgage approvals for house purchases in April 2026 were up 9% year on year and 3% ahead of March. That figure remains consistent with a functioning purchase market, though Zoopla's May index noted that overall buyer demand was running approximately 10% below the same period in 2025, reflecting the dampening effect of higher borrowing costs on discretionary movers and those stretching affordability. On the remortgage side, activity has been notably stronger. Approvals for remortgaging in March 2026 were the highest monthly total since October 2022, as homeowners acted quickly to lock in rates before any further increases. This is consistent with UK Finance's forecast, published in December 2025, which projected a 10% rise in external remortgaging over the full year and identified 1.8 million fixed-rate mortgages due to expire during 2026. House price movements have told a mixed story across the period. Nationwide data showed prices rising 0.4% in April on a monthly basis, with annual growth accelerating to 3.0%, the highest reading since May 2025. Rightmove reported asking prices up 1.2% in May, slightly ahead of the ten-year seasonal average of 1.0%, while Nationwide's May reading turned negative, with a seasonally adjusted monthly fall of 0.6% bringing annual growth back to 1.7%. Zoopla's outlook expects house price inflation to hold at around 1.5% for the remainder of the year. However, Halifax reported last week that house prices slipped by 0.1% in May after a 0.1% fall in April and commented house prices were held back by affordability pressures. Interestingly, it is reported stock levels are elevated. Rightmove's May index reported that the number of homes for sale per agent is at its highest level for eleven years at this point in the year, which is extending time to sale for vendors in more competitive
Continued on next page... 5 markets and giving buyers increased negotiating room. The rate environment has been the defining issue of this period. Swap rates rose sharply following the outbreak of conflict in the Middle East, which pushed up oil and gas prices and revived concerns about inflation remaining sticky. The average two-year fixed rate climbed from 4.83% on 2 March to a peak of 5.9% by 8 April, its highest level since July 2023. The average five-year fixed rate reached 5.70% in May 2026, compared with just 2.57% in May 2021, illustrating the enduring affordability challenge facing borrowers on maturing deals. Average mortgage rates jumped from approximately 4% at the start of 2026 to 5% by April, with Zoopla noting this as a material contributor to weakened buyer demand. We have seen the major lenders, and smaller and specialist lenders raise fixed rates in response to swap rate movements, effectively ending the competitive rate war seen in the first quarter of the year. Rates have since drifted marginally lower but remain materially above where they stood in January. The Bank of England Monetary Policy Committee voted to hold base rate at 3.75% at its April meeting. While Oxford Economics had been forecasting rates to remain on hold until Q3 2027, the secondary inflationary risks arising from higher energy costs have increased the probability of a summer rate increase, which would place further upward pressure on swap rates and front-book mortgage pricing. As I am sure you will know when you are talking to your clients consumer confidence for many has appeared to weaken during the period. Nationwide noted that household finances remain solid overall, with total household debt relative to income at its lowest point in around two decades, and that savings buffers have been maintained. However, those buffers are unevenly distributed, and affordability pressures are most acute for higher loan-to-value borrowers and first-time buyers. In the rental market, landlord and tenant pressure continues to build. ONS data for the 12 months to April 2026 shows average rents rising 3.5% in England to 1,438 pounds per month, 4.9% in Wales to 834 pounds, and 2.0% in Scotland to 1,019 pounds. These increases reflect continued supply constraints in the private rented sector, exacerbated by the ongoing transition to the new regulatory framework introduced by the Renters' Rights Act 2025.
Despite the more complex rate environment, we think this period still presents substantial opportunities for mortgage brokers across several distinct segments. Remortgage and product transfer activity represents the most immediate and sizeable opportunity. With 1.8 million fixed-rate deals maturing during the course of this year, the volume of clients requiring advice before reverting to standard variable rates is significant. Brokers who are proactively contacting clients whose deals expire in the next three to six months are well placed to convert that pipeline before lenders seek to retain borrowers directly through product transfer channels. The rate volatility of recent months has also reinforced the broker value proposition clearly. Borrowers navigating a market where rates moved by over 100 basis points in a matter of weeks, and where lender repricing became frequent and rapid, required professional guidance in a way that no comparison website or execution-only channel could adequately provide. That environment makes a compelling case for brokers to articulate their value to clients who might previously have assumed the process was straightforward. Buy-to-let remains in transition, and the restructuring of landlord portfolios in response to the Renters' Rights Act 2025 is we are seeing advice demand around limited company structures, remortgaging, and portfolio rationalisation. Brokers with specialist knowledge in this area are well placed to support landlords navigating what remains a complex and evolving regulatory landscape First-time buyers represent a further opportunity. The elevated stock levels and extended time to sale in many markets mean buyers have more negotiating room than at any point in recent years, and the combination of continued wage growth and a relatively stable, if higher, rate environment may suit those who can meet affordability thresholds. Brokers advising this client base are seeing lenders start to innovate with the emergence of 100% mortgage products from selected lenders, which may open the market to borrowers previously excluded. The First Time Buyer market brings me onto Paradigms campaign for mandatory advice for First Time Buyers. You may have seen this referenced in the trade press or on Linked In and we have an article on this in the newsletter, if you can support this your support would be appreciated. Finally, as the summer of sport approaches and perhaps a quieter period in the market may I thank you for your support to Paradigm, it is never taken for granted and should you wish to discuss any aspect of the market or your business it would be great to hear from you. As ever thank you to our contributors who help make up the newsletter. 6
At Fleet, we’re always looking to improve and to serve brokers and their landlord clients better. We’ve updated our lending criteria for Limited Company borrowers We can now consider subsidiary and ultimate holding companies We’ve removed our restricted Limited Company conveyancer panel A wider range of conveyancer firms to choose from We offer £1,000 cashback on our fixed‐rate HMO & MUFB range Supporting landlords with upfront costs on more complex properties We’ve removed the height restriction for blocks of flats Opportunities to place cases on a wider range of high‐rise properties We’ve removed the requirement for applicants to have a minimum income Giving landlords greater access to finance The Buy-to-Let Specialist Lender Individual | Limited Company | HMO/MUFB Everything starts with a good conversation Start the buy-to-let conversation with us today Speak to our team and find out what’s new: All subject to standard lending criteria. At Fleet, we’re always looking to improve and to serve brokers and their landlord clients better. 01252 916 800 [email protected] www.fleetmortgages.co.uk FOR INTERMEDIARY USE ONLY Find your Fleet BDM Check out our products
The later life lending market continues to evolve at pace, driven by demographic change, shifting retirement expectations and growing demand for more flexible borrowing solutions. Once regarded as a specialist segment of the mortgage market, later life lending is increasingly becoming a mainstream consideration within retirement planning, prompting lenders, advisers and regulators to adapt accordingly. This evolution comes against a challenging economic backdrop. Throughout 2026, rising geopolitical tensions, inflationary pressures and ongoing uncertainty around interest rates have continued to influence consumer confidence across the wider mortgage market. The latest Equity Release Council figures illustrate this environment. Total lending fell to £574 million in Q1 2026, down 9% on the previous quarter and 14% year-on-year, as some homeowners delayed borrowing decisions amid economic uncertainty. However, activity levels across the advice market remain comparatively resilient. Enquiry volumes and adviser engagement suggest underlying demand for later life lending solutions remains strong, despite short-term market pressures. This reflects a longer-term trend: an ageing population with significant housing wealth but increasingly diverse retirement funding needs. Product Innovation Continues Perhaps the most significant development in recent years has been the continued evolution of product design. Modern later life lending products bear little resemblance to those that shaped public perceptions of equity release decades ago. Innovation has centred on flexibility, customer control and improved outcomes, with features such as voluntary repayments, drawdown facilities, inheritance protection and enhanced portability becoming increasingly commonplace. These developments reflect wider changes across financial services, where personalised borrowing solutions are replacing more standardised approaches. For many customers, housing wealth is no longer viewed solely as a last-resort asset but as part of a wider retirement planning strategy. As a result, advisers are increasingly seeing equity release and later life lending used to support mortgage repayment, fund home improvements, assist family members financially and provide greater flexibility in retirement. Lender Partner Article The Reinvention of Later Life Lending: Innovation, Flexibility and New Opportunities in a Changing Market 8
Broadening Lending Criteria Alongside product innovation, underwriting practices continue to evolve. Historically, later life lending criteria could prove restrictive for customers with nonstandard properties, complex income arrangements or circumstances that fell outside traditional lending models. However, lenders have gradually expanded their appetite in response to changing demographics and growing demand. This trend is particularly relevant as the Financial Conduct Authority continues its focused review of later life borrowing. Increased regulatory scrutiny is encouraging firms to enhance advice processes, strengthen customer outcomes and ensure products remain aligned with the realities of modern retirement. The result is a market that is becoming increasingly sophisticated in its approach to assessing both borrower and property risk. 9 Spray Foam Insulation: An Emerging Area of Change One area where this evolution is becoming particularly visible is the treatment of properties affected by spray foam insulation. The issue has become increasingly prominent across both the residential mortgage and later life lending sectors. Many homeowners installed spray foam insulation through energy-efficiency initiatives or government-backed schemes, only to encounter difficulties when seeking to sell, remortgage or access borrowing against their property. Historically, many lenders adopted cautious approaches, often declining applications involving spray foam insulation unless remediation had already been completed. This created significant challenges for affected homeowners, particularly those seeking to access housing wealth in later life. However, parts of the market are beginning to explore more nuanced solutions. While spray foam insulation remains a complex area requiring specialist assessment, there is growing recognition that not all installations present identical risks. In response, some lenders are considering alternative underwriting approaches and, in certain circumstances, mechanisms that may facilitate remedial works as part of the borrowing process. This represents a notable shift away from blanket policy decisions towards more individualised property assessments. Although underwriting standards remain appropriately robust, innovation in this area may create additional pathways for homeowners who would previously have found themselves excluded from the market. Continued on next page...
Technology Supporting Better Outcomes Technology is also playing an increasingly important role in market development. Enhanced sourcing systems, digital affordability tools and adviser technology are improving the ability to assess suitability across a wider range of products. At the same time, firms continue to invest in customer journey improvements designed to support understanding, streamline advice processes and deliver better regulatory outcomes. This is particularly valuable within later life lending, where decisions frequently involve broader considerations around inheritance planning, family support and long-term financial security. As a result, advisers are increasingly adopting holistic advice models that consider pensions, investments, property wealth and estate planning alongside borrowing needs, rather than treating equity release as a standalone recommendation. A Market Moving Further into the Mainstream The later life lending sector is undergoing a period of sustained transformation. Demographic trends, rising levels of housing wealth and evolving retirement expectations continue to support long-term demand, while product innovation and underwriting developments are expanding the range of customers and property types that can be considered. Importantly, the market is also demonstrating a greater willingness to address complex cases that may previously have been declined automatically. Whether through product innovation, technological advancement or more sophisticated property assessment, lenders are increasingly seeking ways to balance risk management with customer access. For advisers, this reinforces the importance of specialist expertise and careful case assessment. As later life lending continues its transition into the mainstream, the ability to navigate complex property issues and identify appropriate lending pathways will become an increasingly valuable part of the advice process. Lender Partner Article 10 For advisers dealing with complex later life lending enquiries, specialist referral partners such as Key Partnerships can provide additional support in assessing options, navigating lender criteria and exploring potential solutions for clients with nonstandard circumstances.
11 Paradigm Think Piece A Practical Guide to Using Quick Response (QR) Codes Graeme Stewart Head of Consultancy Firms will need to make sure that where appropriate the content is compliance approved by the firm’s SMF 16, for example if the link took a client to a financial promotion. Firms are also advised that they may want to seek approval from their Professional Indemnity Insurer, if they were seeking client feedback on the advice or services provided. Sign in or create a free account at www.canva.com Click 'Create a design' Select Apps, search for QR Code and click Paste the URL Add the QR Code to Your Design The FCA recently highlighted, as good practice, firms that use QR codes to support the Consumer Duty outcome: Consumer Understanding. They also mentioned that QR codes could be used as a tool to generate feedback from their clients, which in turn, could then be reported upon within a firms’ Consumer Duty Report. The use of QR codes is not mandatory, but we thought firms might want to consider their use within their own practice, if they are not already using them. How could your firm use QR codes? QR codes offer a simple way to enhance client communication, support understanding, and capture client feedback. QR codes could be used in several ways from suitability reports, disclosure documents to websites and marketing materials. They can link directly to a wide range of content including technical explanations of key information, digital resources such as websites, blogs or podcasts or online questionnaire, survey or customer feedback forms. If you’ve never created a QR code before, this may seem like a daunting task, so we will walk you through one quick way to generate these. Our top tips • Test the QR code before sending it to clients. • You may need to provide simple instructions on how to use a QR code especially for less tech-savvy clients. • Explain the purpose, such as improving service or understanding. • Ensure surveys are short and accessible which will increase completion rates. • Check out the full guide online
Houses in Multiple Occupation have long been one of the most polarising elements of the UK’s private rental sector. For years, HMOs have been associated with overcrowding, poor standards and regulatory scrutiny, often viewed as a necessary but problematic part of the housing ecosystem. That perception is now changing. Across towns and cities, a new generation of complex, high end HMOs is emerging, particularly within larger Georgian and Victorian properties. These assets reflect a shift away from models that maximised bedroom numbers towards a more considered approach that prioritises quality of accommodation, tenant experience and long term sustainability, while still delivering strong commercial outcomes for landlords. This evolution is not accidental. It’s being driven by changing tenant demand, tighter regulation and a growing recognition that how a property is designed directly affects how it performs. Redefining what a modern HMO looks like At a basic level, an HMO is defined as a property occupied by non related individuals sharing a household. In practice, however, the performance of an HMO is shaped far more by design and configuration than by definition. Historically, many HMOs were optimised around density. Smaller room sizes, limited communal space and reactive management often led to friction between tenants, accelerated wear and tear, and higher levels of churn. These properties frequently generated strong headline yields but suffered from instability and rising maintenance costs over time. High end HMOs challenge that model entirely. Rather than maximising bed numbers, landlords are increasingly repurposing larger properties to support fewer occupants in a more considered way. Larger bedrooms, en suite facilities, well designed communal areas and clear zoning between private and shared space all contribute to a markedly different tenant experience. The result is not just a better living environment, but a more resilient investment. Design as a behavioural and commercial driver Design is often discussed as an aesthetic consideration. In the context of complex HMOs, it’s far more than that. The way a property is laid out influences tenant behaviour, stability and engagement. Adequate space reduces conflict. Private facilities make day-to-day living easier. Well thought out, well proportioned communal areas encourage responsible, shared use rather than creating issues between tenants. Lender Partner Article Why Well Designed HMOs Deliver More Than Just Yield 12
These factors have a direct commercial impact. Tenants are more likely to stay longer, look after the property and engage positively with management. Void periods reduce, maintenance becomes more predictable and the overall cost of management decreases. In effect, quality of accommodation becomes a yield stabiliser, not a cost centre. Professional tenants and changing demand Demand for high end HMOs is being driven largely by professional and mobile tenants. Consultants, contractors, key workers and mobile professionals increasingly require flexible accommodation that supports both living and working patterns. For these tenants, price is only one consideration. Space, privacy, location and quality matter just as much. Properties that meet these expectations command stronger rents, but more importantly, they attract tenants who value stability and quality. This shift in demand aligns closely with broader changes in how people live and work. As flexibility becomes more common, shared living models that offer dignity and space are becoming increasingly attractive. Planning, heritage and environmental considerations Many complex HMOs are located in older buildings subject to planning restrictions or conservation controls. Georgian and Victorian properties often come with architectural significance that limits how far they can be adapted. Improving these properties requires careful navigation of planning frameworks, particularly when it comes to environmental performance. While wholesale retrofitting may not always be possible, landlords are increasingly investing in sympathetic upgrades that improve comfort and efficiency within permitted boundaries. Improved heating systems, insulation where appropriate and enhanced ventilation can significantly improve tenant comfort while reducing long term running costs. These measures also support compliance with evolving regulatory expectations around property standards. Importantly, this approach aligns with the intent of the Renters’ Rights Act, which seeks to improve tenant outcomes without undermining responsible investment in the sector. 13 Continued on next page...
The commercial case for quality led HMOs From an investment perspective, complex HMOs can deliver attractive yields. However, their real strength lies in resilience. Lower tenant churn reduces voids and reletting costs. Better designed properties experience less reactive maintenance. Stable occupancy supports more predictable cashflow. For many landlords, this represents a shift away from optimising short term yield towards long term performance. In an environment of rising costs and increased regulation, that resilience is becoming increasingly valuable. Why standard lending models struggle Despite their strengths, complex HMOs often sit uncomfortably within standard lending frameworks. Non standard layouts, higher capital values and specialist tenant profiles can fall outside template driven criteria. When assessment is reduced to isolated metrics, the broader strengths of well designed HMOs risk being overlooked. This is where many complex HMO transactions encounter problems. Not because they’re inherently risky, but because they require judgement and context to be properly understood. Judgement led finance as an enabler Financing complex, high end HMOs requires a lender that’s comfortable engaging with detail rather than avoiding it. At CHL Mortgages, this is the space we’re built to operate in. Complex HMOs sit at the core of our specialist buy to let proposition, and our role is to support these assets in a way that reflects how they work in practice. That means understanding how the property has been designed, the type of tenants it’s intended to attract and how those decisions support stability, ongoing management and long term performance. Rather than relying on simplified measures, we apply judgement and context to assess how the asset is likely to perform over time. This approach allows us to support transactions that might otherwise stall or be overlooked by more mainstream lenders, giving brokers and landlords a clear route forward on assets that sit beyond standard lending models. In doing so, we enable investment into better designed, higher quality HMOs that deliver more stable income and improved tenant outcomes. The future of the HMO market As the private rental sector continues to evolve, the future of HMOs lies not in density, but in quality. High end, complex HMOs demonstrate that it’s possible to align yield, sustainability and tenant wellbeing. For landlords willing to invest thoughtfully, and lenders willing to apply judgement, these assets represent not a challenge, but a significant opportunity. Lender Partner Article 14
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As you may have seen over recent weeks, the team and I at Paradigm are calling on the FCA to make mortgage advice for all firsttime buyers mandatory. This is a campaign I have been planning for several months, and a topic I have been passionate about for quite some time. This is not a new concern. The question of whether first-time buyers are adequately protected when making the most significant financial decision of their lives has troubled me for years. They face a combination of challenges that no other borrower group faces to the same degree: limited experience of long-term financial products, real information asymmetry and lower financial resilience if something goes wrong. And yet the direction of travel has been going the wrong way, and has reached a point where we must call for change. The FCA's removal of the mortgage advice interaction trigger through PS25/11 last July increases the risk that more first-time buyers proceed without professional guidance. At the same time, the FCA's own Pure Protection Market Study confirmed that 72% of identified protection needs go unmet. These are not abstract statistics. They represent real people who are under-protected at a critical life stage, and Consumer Duty was designed precisely to prevent this kind of foreseeable harm. Mandatory advice for firsttime buyers is not a radical proposition. It is a proportionate, evidence-based response to a clear and growing risk. I have set out the full argument in our policy paper, Mandatory Mortgage Advice for First-Time Buyers: A Proportionate Regulatory Evolution Under Consumer Duty, which draws on the FCA's vulnerability framework, the precedent set by mandatory advice for defined benefit pension transfers, and the evidence from Lenders who already insist on advice for high loan-to-value products. The response since launch has given me real confidence that the industry is ready for this conversation. AMI has formally endorsed the campaign, with CEO Stephanie Charman backing the call for mandatory advice as a matter of urgency. Many of our members and Lender partners from across the industry have already signed the pledge, and the momentum is building. But we need to keep pushing. I cannot drive this change alone. The FCA needs to hear from the whole industry, and every adviser, network, Lender and firm that believes first-time buyers deserve better has a part to play. I am asking you personally to read the paper, sign the pledge, and if you agree with the argument, share it as widely as you can. The more voices behind this campaign, the harder it becomes for the regulator to look the other way. Read the paper and add your voice today. Personal Message from Bob Hunt, CEO The Case for Change: Why Mandatory Mortgage Advice for First-Time Buyers Matters Robert Hunt Chief Executive Officer 16 In a market where vulnerability is inherent rather than incidental, advice should not be optional.
13 First-time buyers are among the most vulnerable consumers in the mortgage market, and the case for protecting them is clear, evidence-based and increasingly hard to ignore. FIRST TIME BUYERS DESERVE BETTER. Paradigm is calling on the FCA and the wider industry to make regulated mortgage advice mandatory for all first time buyers. “A proportionate regulatory evolution under Consumer Duty.” Endorsed by: Since launching our campaign calling on the FCA to make regulated mortgage advice mandatory for all first-time buyers earlier this month, the response from across the industry has been remarkable. We have published a full policy paper, secured significant press coverage and gained the formal endorsement of AMI, whose CEO Stephanie Charman has backed the case for mandatory advice as a matter of urgency. Many of our members have already signed the pledge, and the momentum behind this campaign is growing by the day. We’re asking all Paradigm members to consider adding their voice. Read the paper, sign the pledge, and help us make the case to the regulator that the time for change is now. Click here to find out more and sign the pledge. Thank you for your support.
There is a moment before every conversation with mortgage intermediaries when I pause and remind myself of something simple yet profound. Behind every case, every query and every challenge sits a human story. Not a transaction. Not a data point. A story. And as I write my first address for this newsletter, I find myself returning to that truth more than ever. The adviser landscape has shifted. Not through a single regulatory event or a sudden market shock, but through a deeper cultural change in how clients think, feel and choose. They are no longer looking for someone who can simply secure a mortgage. They are looking for someone who can help them make sense of their world and protect it. Someone who can translate complexity into clarity and see the person before the product. This is where the next generation of advisory excellence will thrive. Not in volume. Not in speed. In connection. In value. In depth of relationship. The firms that will thrive are those who understand that advice is no longer a linear journey. It is a living ecosystem of conversations, touchpoints and trusted relationships that extend far beyond the initial need or preference. It is the ability to hold a client’s wider financial life with care, curiosity and confidence. It is the courage to ask the questions that reveal what truly matters to them. From conversation to clarity: the evolution in expectation Think back to the last time a client surprised you. Perhaps they asked something outside the scope of the mortgage. Perhaps they revealed a concern or an ambitious goal you had not anticipated? These moments are invitations. They signal that clients are no longer seeking a single solution. They are seeking a guide who can help them navigate the emotional and practical realities of their financial decisions. This shift is especially visible in the firsttime buyer market. The conventional journey of saving for a deposit, buying with a partner and steadily climbing the ladder has quietly been dissolving. Today’s first-time buyers are potentially older, more financially stretched, doing it alone and navigating a world that looks nothing like the one their elders entered. They are contending with a private rental sector that has become less stable and more expensive. They are building careers while also sculpting side hustles and non-linear progression. They are forming households differently, with many choosing to buy alone rather than wait for the right partner or the right moment. They are taking thirty-five-or-forty-year terms not as a preference but as a necessity, often without fully understanding the long-term implications for their financial resilience or their future pension pots. Paradigm Mortgage Services The Paradigm Shift in Advice Louise Weiss Head of Sales 18
19 In this environment, the adviser becomes not just a facilitator but an educator. The future of advice is in financial literacy. Clients need someone who can help them understand the lifetime impact of the decisions they make today. Someone who can help them see how a forty-year term interacts with retirement planning and protect what they are building. Someone who can help them navigate the sociopolitical turbulence that has shaped their financial reality, from the pandemic to shifts in the rental market to the cultural redefinition of what it means to be a firsttime buyer. Where synergy becomes strength One of the most powerful shifts I see in our firms is the move from isolated expertise to connected capability. No adviser can be everything and nor should they try. But every mortgage firm can build a strategic ecosystem that elevates the service and value they provide. This is where Paradigm’s role becomes meaningful. Not as a provider of products or processes, but as a strategic partner in the craft of modern advice. The conversations we have with firms, the CPD we curate and the strategic partnerships we nurture across the market all exist to strengthen and amplify the ecosystem around you. When advisers tell me they feel stretched and their mental health is suffering, it is rarely because of the technical demands of the job. It is because they are trying to hold too much alone or a misalignment in a thirdparty relationship. And in a world shaped by regulatory shifts, economic uncertainty and cultural shifts in how people live and work, it is unrealistic to expect any adviser to be technically expert in every adjacent field. The firms that are flourishing are those who recognise that strength comes from connection. From knowing who to bring into the conversation and having the confidence to say this is where someone else can add value. Fluidity of mindset: the real differentiator There is a misconception that the future adviser must constantly expand their technical skillset. In reality, the most important evolution is not technical at all, it is grounded in mindset. Fluidity of mindset means being open to the adjacent. It means being willing to explore the edges of your comfort zone. It means recognising that your value is not defined by what you know today, but by your willingness to grow into what tomorrow requires. This is not about becoming a specialist in every field. It is about becoming literate enough to guide, curious enough to explore and confident enough to collaborate strategically. It is about seeing your client not as a case but as a person whose needs will evolve and whose story will unfold. And as technology and AI begin to take on more of the heavy lifting, the adviser’s role becomes even more human. The industry may well move toward a private client model where personalised relationships, deep understanding and trusted guidance become the true differentiators. Continued on next page...
What this means for you right now You do not need to overhaul your business to embrace this shift. You simply need to begin with intention. A few reflections to consider: The horizon ahead The mortgage market is now defined by complexity and choice. Clients are navigating affordability shifts, digital noise, emotional uncertainty and a landscape that feels both full of opportunity and full of risk. In this environment, the adviser becomes the stabilising force and trusted voice. As I begin my journey at Paradigm, I would like to say this. You are not navigating this landscape alone. The conversations and support we provide you, the insights we gather from the market and the partnerships we build are all built with one purpose in mind... To help you, your people and your business create the kind of advisory experience where the value of advice shines so brightly clients remember, return and recommend you. My team and I look forward to the conversations ahead with you all. Thank you for your continued partnership with Paradigm. Paradigm Mortgage Services 20 WHAT DO YOUR CLIENTS REALLY COME TO YOU FOR? It is rarely just the mortgage. It is reassurance, clarity and confidence. How can you deepen that? WHERE DOES YOUR RELATIONSHIP NATURALLY PAUSE? What would it look like to continue the conversation beyond that point? WHO SITS IN YOUR ECOSYSTEM TODAY INTERNALLY AND EXTERNALLY? Do they align with your company values and purpose? And who is missing that could add real value? HOW ARE YOU INVESTING IN YOUR OWN GROWTH? Not just in technical CPD, but in the broader understanding of the world your clients inhabit…
Allow advisers to regularly test their knowledge Gain understanding of key risk areas Help firms meet annual training requirements Demonstrate and certify advisers are ‘fit and proper’ to perform their role Anti- Money Laundering GDPR Obligations Senior Manager & Certification Regime (SM&CR) Conflicts of Interest Mortgage Fraud Complaints Handling Code of Conduct Anti-Bribery & Whistleblowing Protection Product Knowledge Vulnerable Clients Consumer Duty Threshold Conditions Mortgage Product Knowledge General Insurance Paradigm’s Test Zone on our award-winning CPD Academy You can now take tests on the following subjects:
Introduction Having recently undertaken some training with ACAS around supporting neurodiverse individuals, I wanted to share some thoughts around this important issue. Neurodiversity recognises that people process information in different ways. This includes conditions such as autism, ADHD, dyslexia and dyspraxia, as well as a broader range of cognitive differences. A significant proportion of the population is estimated to be neurodivergent, meaning many clients and team members may benefit from more tailored approaches. Without adjustments, standard processes or communications can unintentionally create barriers, affecting understanding, decisionmaking and overall experience/customer satisfaction. Indeed, Neurodiversity is an increasingly important consideration for firms, particularly in the context of the Consumer Duty which requires firms to act to deliver good outcomes for retail customers, including those with characteristics of vulnerability, of which neurodivergence can be a key factor. Why it matters Under Consumer Duty, firms must ensure: • Communications are clear, fair and not misleading • Customers are supported to make effective, timely decisions • Firms take into account customer characteristics, including vulnerability Neurodivergent clients may face barriers in understanding financial information if standard approaches are used. Without reasonable adjustments, this could lead to poorer outcomes, reduced engagement or misunderstandings - potentially creating regulatory risk. By recognising and responding to neurodiversity, firms can demonstrate they are meeting expectations around consumer understanding and customer support outcomes. Paradigm Think Piece Spotlight on Neurodiversity: Supporting Your Clients and Colleagues PARADIGM COMMENT Paradigm endeavour to provide high‑quality, practical, and tailored compliance support to all firms we work with. We can assist with communications, including financial promotions through our Technical Helpdesk, as well as suitability reports via our File Review team, and broader Consumer Duty considerations through our experienced Consultants. Riona Mulherin Director of Marketing & Operations 22
Supporting Neurodiverse Clients Advisers can take practical steps to align with Consumer Duty while improving client experience: • Simplify and structure communications Use clear language, avoid unnecessary jargon and break information into manageable sections. This supports the Consumer Duty requirement for effective customer understanding. • Offer information in different formats Providing written summaries, visual aids or follow-up notes allows clients to process information in a way that suits them. • Allow time and flexibility Some clients may need longer to make decisions or prefer structured, predictable interactions. This helps ensure clients are properly supported. • Check understanding meaningfully Asking open questions (e.g. “Would you like me to go through that differently?”) helps evidence that the client has understood key information. • Adapt communication preferences Offering alternatives such as email, video calls or clearly structured meetings can improve accessibility and engagement. These adjustments support better-informed decisionmaking and help firms evidence positive customer outcomes. Supporting Neurodiverse colleagues Creating an inclusive workplace benefits both individuals and the wider firm, plus the end customer. Managers can support colleagues by: • Encouraging open conversations • Create a culture where individuals feel comfortable discussing their needs without fear of stigma. • Providing structure and clarity • Clear expectations, written instructions and defined processes can be particularly helpful to reduce ambiguity. • Offering flexible working approaches • This might include quiet workspaces, adjusted deadlines or different ways of organising tasks. However, what’s important here is to not assume what the individual may need – instead, ask how you can better support them and seek their input. • Focusing on strengths • Neurodivergent individuals often bring valuable skills such as attention to detail, creativity, or problemsolving; recognising and leveraging these strengths is key. An inclusive environment enables advisers and all staff within your business to perform at their best, which directly supports the delivery of good customer outcomes. Importantly, supporting neurodiversity doesn’t require complex changes Small adjustments, awareness, and a willingness to adapt can have a significant impact. Many of these approaches align closely with existing regulatory expectations; particularly around ensuring good customer outcomes and effective communication. It is about creating a supporting environment and workplace culture, and then looking at individual needs and addressing those specific requirements wherever reasonably possible. Summary Neurodiversity is about recognising and valuing differences in how people think and process information. For financial advisers, taking steps to support neurodiverse clients and colleagues is not only good practice - it’s a meaningful way to enhance understanding, improve satisfaction and build stronger, more inclusive relationships. As awareness continues to grow, firms that embrace neurodiversity will be better positioned to support both their people and their clients. 23
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25 At Paradigm, we are really passionate about doing more in the community, so I thought I would share a little insight into what the team have been up to. You may already know about our Reverse Advent initiative, which we have now run for eight years. Rather than counting down to Christmas in the traditional sense, we encourage our team, members and Lender and Provider partners to donate items or make financial contributions throughout December to support Trussell foodbanks. It has become one of those things that genuinely feels part of who we are as a business, and the enthusiasm the team brings to it every year still makes us proud. But our community commitment does not stop in December. Alongside the Reverse Advent, Paradigm staff also get the opportunity to do also a 'Day to Make a Difference', which gives us a paid annual day to spend volunteering in our local community. It is a simple idea, yet the impact, both on the causes being supported and on the people taking part, is anything but small. The team in our Birmingham office regularly use this to support our local foodbank distribution centre which is also part of the Trussell network. In one of our recent volunteering day myself, Gio Chanda and Michelle Day spent time at the food distribution centre helping with everything from packing and boxing food parcels to office administration, refreshing signage, visiting other sites and helping set up the space for other volunteers. Practical, unglamorous, genuinely useful work. What our team took away What struck us most in hearing about the day was not just the tasks completed, but what the experience gave back to the people who took part. Volunteering together, away from desks and targets and day-today pressures, creates a different kind of connection between colleagues. You see people in a new context. You solve problems together. You share an experience that has nothing to do with business, and you come back with a stronger sense of who you are working alongside. The team-building value of a day like this is real, even if it is not the reason you go. Foodbanks play a vital role in communities, but they are stretched. The Trussell network and organisations like it rely on volunteers, donated time and practical support to function. These centres do far more than distribute food. They offer dignity and stability to people in crisis, connect individuals with essential services, and provide a point of contact for people who may have nowhere else to turn. The bigger question So, this is less of a story about what we have done, and more of an invitation to reflect on what your business could do. Does your firm have a volunteering policy? Do your team members have dedicated time to give back? Are there local organisations in your area that would genuinely benefit from an afternoon of willing hands? You do not need a formal programme to start. A single afternoon, one team, one local cause. The benefits to the community are clear. The benefits to your team might surprise you! If you have a story to share about community volunteering within your firm, we would love to hear it. And if you are looking for somewhere to start, the Trussell network is always a good place to look. Paradigm Think Piece Giving Back: What Could Your Business be Doing? Amarjot Butcher Senior Marketing Coordinator "I defy anyone to not feel kinder, humble and warmer inside after sifting through donation crates and itemising tins of food. I think everyone has enjoyed the experience now...how good is that?!" - Robert Hunt.
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