Firstly, while technology is becoming an increasingly imposing presence across the mortgage market, this is not a landscape which is changing beyond recognition.
Advice will always sit at the heart of the process, trust will always underpin relationships and borrowers will always demand clear, honest answers.
What is changing is the amount of effort required to deliver all of this, and how much unnecessary work still sits behind each case.
Over recent years, expectations have quietly shifted. Tasks that once took hours can now be completed in seconds, information no longer needs to be entered repeatedly and systems that once worked in isolation are starting to connect. For some firms, this is already business as usual but for others it remains a daily source of friction.
By the end of 2026, that difference will be far more obvious, although the most meaningful change is less likely to be about eye-catching tools or big promises but about removing wasted time from everyday work.
Brokers are constantly being pushed by their clients, lenders and the regulator to respond faster, submit cleaner cases and maintain clearer records, all while managing higher volumes and tighter oversight.
Trying to meet those demands with manual processes and disconnected systems is becoming increasingly difficult.
SUCCESSFUL BUSINESSES
Firms coping best are not pushing their people harder. They are removing obstacles and simplifying processes by using technology that fits their business and the way their teams work, allowing brokers to spend more time advising clients and less time on admin.
This has been accelerated by the way Consumer Duty has changed how advice is assessed, placing greater weight on how decisions are reached rather than simply the outcome. That change has raised concerns about additional workload, but in practice the impact depends entirely on the technology supporting the process.
Where systems are joined up, evidence is captured as part of the journey, with notes, communications and decisions stored together without extra effort. Where systems are fragmented, brokers are left to fill the gaps later, increasing pressure and risk.
As we move forward, clear and consistent records will no longer be seen as best practice but as a basic expectation.
AI IN PRACTICE
Artificial intelligence will continue to attract a lot of headlines over the next 12 months, but its role in the mortgage market is likely to be practical rather than dramatic. It is already being used to support document checks, data review and early risk identification, and this will become more common and more reliable over time.
When used well, AI reduces delay and error but when used poorly, it introduces new risk and managing that balance will be a key consideration as it continues to evolve and adoption increases throughout 2026.
By the close of 2026, firms with flexible, connected platforms will spend more time advising and less time tackling generic admin burdens, while those relying on outdated or fragmented systems will find growth and compliance harder to manage.
What comes next for the mortgage market is already taking shape. A more connected approach that remains built on relationships, supported by the right technology partner, or partners, to help firms work more efficiently, stay compliant and focus on advice rather than admin. In my eyes, 2026 will be about evolution rather than an AI-driven revolution.
