Independence and Size of Network

When you are selecting a mortgage network as an Appointed Representative, independence and size should be assessed together, not in isolation.

A larger network often brings:

• A wider lender panel

• More product options, including niche or specialist lenders

• Negotiated procuration fees and exclusive products

• Established systems and processes

However, a very large network can sometimes feel less personal. Smaller or mid-sized networks may offer:

• A closer relationship with the leadership team

• Faster answers to day-to-day questions

• A greater willingness to tailor support to your business

• More influence on panel decisions and product focus

You can illustrate this on the page with a simple comparison chart. For example:

• On the horizontal axis, show network size (small, medium, large)

• On the vertical axis, show factors such as lender panel breadth, typical commission, and support level

The ideal question is not “big or small” but “which balance is right for the way I work”. You might prefer a mid-sized network with strong lender access and a personal relationship, rather than the very largest network in the market.

Practical checks:

• Ask how many active AR firms the network has

• Ask how many lenders are on the panel for residential, buy to let, and specialist

• Clarify whether you must use panel-restricted products, or if you retain some freedom of choice

• Request example procuration fee ranges for the main product types

These questions help you understand how network size will translate into day to day choice, earnings, and support.

Training and Support

Strong training and support can be the difference between surviving and growing as an AR. This is an area where networks vary significantly, so it is worth digging into the detail.

You can break this down in the article with a small table or infographic, for example:

• Induction and onboarding

• Ongoing CPD

• Business development support

• Systems and technology training

• Specialist coaching

Points to cover in the text:

1. Induction and onboarding

Ask what the first three to six months look like. A good network should provide:

• Structured induction sessions, either in person or online

• Help with system set up, sourcing tools, and CRM

• Mentoring or a named contact who checks in regularly

You can reference a typical example:

• One to two days of initial induction

• Follow up calls in weeks 1, 2, 4, and 8

• A review meeting at month 3

2. Ongoing CPD and technical training

Continuing professional development is not only a regulatory requirement. It also affects the quality of advice you can offer.

Ask the network:

• How many hours of CPD they provide or facilitate each year

• Whether they offer live webinars, recorded modules, and in person workshops

• Which topics they cover, for example:

  • Complex income and self employed

  • Portfolio landlords and complex buy to let

  • Bridging finance and development

  • Vulnerable client handling

  • Regulatory and compliance updates

You can include a line such as:

“Some networks provide 20 to 30 hours of structured CPD content each year, with additional ad hoc sessions around budget and regulatory changes.”

3. Business development and sales support

Technical knowledge is only one side of a successful AR firm. Ask about:

• Lead generation support or marketing guidance

• Help with building introducer relationships

• One to one business planning sessions

• Benchmarking against similar firms within the network

Describe outcomes rather than just inputs. For example:

“Look for networks that can show how their training has helped firms increase conversion rates, improve persistency, or grow income. Even simple measures, such as year on year case volume growth after joining, can be a useful indicator.”

4. Systems and technology

Networks now often provide:

• Sourcing systems for residential, buy to let, and specialist

• Integrated CRM

• Fact find and suitability templates

• Document storage and e-sign tools

In your content, encourage advisers to ask:

• What systems are included in the network fee

• How training on those systems is delivered

• Whether there is ongoing tech support or only initial set up help

This level of detail shows the reader that training and support are measurable, not just marketing phrases.

Financial Strength

Financial strength is often overlooked when advisers are comparing networks, yet it directly affects stability and long term support.

In this section, you can guide the reader through specific checks, and even include a simple visual checklist graphic in the article.

1. Use Companies House

Encourage advisers to search the network’s principal firm on Companies House and review:

• Incorporation date and trading history

• Filed accounts for several years

• Whether the business is profitable or consistently loss making

• Levels of retained earnings and net assets

• Any recent changes in directors or ownership

You can phrase it like this:

“A network with a long trading history and healthy retained earnings is generally better placed to invest in systems, staff, and member support than one that is thinly capitalised or frequently changing hands.”

2. Look at regulatory status and history

As well as Companies House, advisers should:

• Check the FCA Register for the firm’s permissions

• Note how long the firm has been authorised

• Look for any public disciplinary history

You do not need to list specific firms. The article should focus on the process:

“If a network has been FCA authorised for many years, with a clean public record, that is a positive sign. A newer firm is not automatically a concern, but it does warrant extra questions about backing and long term plans.”

3. Assess resilience and backing

Explain what else to ask:

• Is the network privately owned, part of a larger group, or backed by investors

• How the network would handle a downturn in volumes

• Whether there is professional indemnity cover and how that is structured

Make it practical:

“Ask the network how they stress test their business. For example, what happens if lending volumes fall for a period, or if regulatory requirements increase. A credible network should be able to explain how they maintain service and support for ARs under pressure.”

4. Benchmarks to consider

You are not providing financial advice, but you can give readers a feel for the kind of indicators that matter:

• Several years of positive net assets

• Consistent or improving profitability in filed accounts

• Clear narrative in strategic reports about investment in systems and people

Remind the reader:

“Financial strength is not about finding the largest turnover in the market. It is about stability, prudent management, and the ability to keep supporting you and your clients over the long term.”