Mortgage Soup fires the questions at Ben Allkins, head of mortgages and protection at Just Mortgages.

Mortgage Soup (MS): Congratulations on the tenth anniversary. What would you say is the reason behind the longevity of the self-employed model?

Ben Allkins (BA): Thank you, it’s hard to believe we launched back in 2016 with three advisers and now we’re closing in on 500 advisers across the country. We even have advisers from our original intake in 2016 still with us today, which says a lot about the strength of the model and the support around it

It was a natural progression for us as a business, providing a platform for our ambitious employed advisers to take that next step into running their own business and being their own boss.

It was also about giving existing self-employed advisers greater freedom and autonomy, away from more corporate structures.

Those principles of ambition, flexibility and freedom still drive advisers to make that move into self-employed advice, along with the income potential that the model offers.

There’s also the opportunity to build deeper client relationships, whether it’s through broader types of advice or referral pathways.

MS: It’s often said that going self-employed is a leap of faith, have you seen recruitment shift in recent years?

BA: When it’s all guns blazing in the mortgage market, that move into self-employed can feel like the next step. When conditions are more challenging – particularly like we have seen in the last four years or so – it is definitely more of a leap of faith.

At times in the market, we have seen appetite shift on both sides of the conversation – whether it’s advisers questioning if now is the right time or some brokerages and networks perhaps tightening their recruitment criteria and being less inclined to invest time and resources into unproven candidates.

While there’s always a need to look closely at business plans, it is also the duty of brokerages and networks to give ambitious brokers the platform to build their own business, combined with the infrastructure and expertise to support long-term growth.

In reality, that message is also true for those more experienced brokers looking to step away from more corporate structures. Despite everything that has gone on in the market in recent years, we’ve been really encouraged by the high levels of applications we continue to receive.

What hasn’t changed is that ambitious advisers still want greater control over their careers and earning potential, and that’s what continues to drive interest in the self-employed route.

MS: What support is available to advisers looking to make that move for the first time?

BA: Infrastructure is absolutely crucial. It’s no secret that self-employed can be a lonely existence – any adviser weighing up the move needs to look at what support is available to not just make the move, but to make the move stick.

For me, key components I’d be looking for is early support with leads and lead generation, as well as any signs of a commission advance scheme to help ease some of those financial pressures many new advisers feel in those early days.

Combine this with experienced managers and expert mentorship and advisers have the ecosystem and safeguards around them to focus their attention on building their new business.

From there, advisers should expect to see that mentorship continue, along with day-to-day support with sales, marketing and compliance, as well as ongoing access to training and development – whether that’s improving their craft, expanding licence options or taking the next step again into becoming a business principal.

Our self-employed motto has always been ‘on your own, but not alone’ and I think that’s been a key reason for our longevity.

MS: What would you say has been the biggest change you’ve seen over the last decade?

BA: I would say the shift from that one-man-band philosophy into full-scale advice operations. In early years, the driving force behind going self-employed was autonomy, flexibility and independence.

Alongside these essential components, many advisers are now looking towards leadership and scaling their operations. They want to take that next step into shaping their own teams, culture and client proposition.

We’ve seen this firsthand. In 2025, nearly 60% of our recruitment into the division was self-employed advisers joining principal businesses and that trend has continued this year too. It’s not just additional mortgage advisers though, there’s admin staff, wealth advisers and also protection-only advisers.

In this area alone, we have tripled headcount, with the majority joining principal firms. We have dedicated recruitment specialists that work with our area directors and principal advisers to support their hiring needs – all at no extra cost to their businesses

I believe this will be a defining feature of the self-employed model over the next decade as ambitious advisers move into that next phase of their career. We know though, it’s not always a natural step – particularly for those advisers who are used to operating as a lone wolf.

It all comes back to the support structure that is in place – giving those proven advisers the training and support they need to become leaders and to build, nurture and mentor their very own team.

I firmly believe the future of the self-employed model is incredibly bright. Advisers increasingly want the freedom to build businesses on their own terms, but with the backing and infrastructure to help them grow.

As we approach 500 advisers, and with ambitions to exceed 1,000 in the future, we’re excited about what the next decade holds.