In specialist finance, we talk a lot about performance. But too often, that conversation starts and ends with the numbers. Don’t get me wrong, volumes and completions matter. But high performance isn’t just about how much you do. It’s about the impact you make.
At Norton Broker Services, we’ve just had a record-breaking month. Not because we chased volume for volume’s sake, but because we stayed focused on delivering strong outcomes for our brokers and their clients.
When you zoom in, the difference is clear: outcomes don’t come from hitting targets, they come from a team that owns every stage of the journey.
The problem with passing the baton
In many organisations, specialist lending is a relay race.
One person qualifies the enquiry. Another packages the case. A third chases updates. Someone else picks it up at offer. The client journey becomes fragmented. Accountability thins out. And energy gets lost in the handover.
We’ve seen what that model leads to: slower response times, patchy communication, and a higher risk of things slipping through the cracks. That’s why we’ve moved in a different direction.
Ownership changes everything
We’ve built a culture where case ownership is central. When someone picks up a case, they see it through from start to finish. That doesn’t just drive accountability, it builds confidence, continuity and momentum.
Brokers know exactly who to speak to. Clients aren’t repeating themselves to four different people. And as a team, we’re invested in every single result, not just the end-of-month numbers.
That change has had a real commercial impact. Cases complete faster. Conversations are clearer. Brokers come back, because they trust the process and the people behind it.
It starts with culture
I don’t believe you can create this kind of accountability without the right mindset.
Culture underpins everything. You can have the best tech, the best lender panel, the best products, but if your team is just ticking boxes, you’ll never deliver your best.
At Norton, we’ve worked hard to build a culture where people want to go the extra mile. Where energy and positivity are standard. And where people lift each other, not compete with each other.
You feel that unity when the phones are ringing off the hook. You feel it when a client comes back for the third time. And you really feel it when someone picks up a Friday afternoon deal and stays late to get it over the line.
Attracting the right people
This approach is helping us bring in serious talent. We’re not just hiring CVs, we’re building a team that cares about the result, not just the role.
The people joining us want to take ownership. They want to be in control of their performance. And they want to be part of something that works together, not in silos.
Retention has gone up. Engagement is higher. And the people we’re hiring are raising the bar for everyone.
In specialist lending, performance is about more than just transactions. It’s about trust, accountability and consistency. It’s about owning the journey, not just handing off the baton.
We’re proud of the numbers. But we’re prouder of what’s behind them: a team that gets results the right way.
Lisa Muscroft is head of loans at Norton Broker Services
