SMSF lending market growing up fast
More funds, younger trustees and record new registrations are reshaping what brokers need to know – and how lenders, advisers and accountants must work together to keep pace
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AUSTRALIA NOW has more than 663,000 self-managed super funds, with a trillion dollars in net assets and a record number of new SMSF registrations. It also has a broker population that, by the industry’s own admission, is still catching up to what its clients already know. That gap is closing, but not fast enough for the wave of mid-career, strategically minded trustees who are arriving at brokers’ offices with questions that go well beyond rates and serviceability.
New SMSF registrations have accelerated markedly: 42,293 new funds entered the system in the year to June 2025, up from 33,041 the previous year. About 68% of all SMSFs have two members, and the largest cohort of members – roughly 12% of the total – sits in the 35–44 age bracket.
But the numbers don’t fully capture what’s changed about the people behind them. The trustees arriving at brokers’ offices today are younger, more financially engaged and more likely to have a specific strategic purpose in mind than the passive-wealth accumulators of a decade ago. They are not asking whether an SMSF is a good idea; that decision has usually been made, often with an accountant or financial adviser already in the picture. They are asking whether the structure can do what they need it to do, and how quickly.
Why property keeps winning
For all the talk about portfolio diversification and alternative assets, property remains the dominant force in SMSF lending. The latest ATO data shows non-residential real property at $116.7 billion and residential real property at $60.9 billion – together accounting for roughly 17% of total SMSF assets.
The endurance of property in SMSF strategies reflects something deeper than investment fashion.
“Australians love property,” says Cory Bannister, senior vice president and chief lending officer at La Trobe Financial. “Real estate continues to dominate household wealth and investment thinking. Property is familiar, tangible and widely perceived as resilient, which keeps it front of mind as a long-term store of value.”
Bannister identifies three forces consistently driving SMSF borrowing demand: trustee control over asset selection, the cultural primacy of property as a store of wealth, and a post-COVID focus on diversification. That last point has been a quiet but steady tailwind. After the volatility of 2020–22, trustees became more conscious of portfolio concentration, and direct property was seen as a counterweight to share market exposure. Mortimer sees the same pattern from Firstmac’s position. Control is, in her view, the key driver. “Australians continue to establish SMSFs in large numbers, and many trustees want greater say over how their retirement savings are invested. Property is an asset class people feel familiar with, and that naturally flows into SMSF discussions,” she says. “Demand has also been supported by strong rental conditions, business owners wanting to hold their own premises and the fact that some major banks have stepped back from the sector, creating space for specialist non-bank lenders.”
Getting leverage right
Bannister frames this as a question of mindset. “SMSF investing, particularly when it involves leverage through LRBAs, should be approached as a long-term strategy rather than a short-term play,” he says. An important structural constraint helps enforce that discipline: “SMSF loans are typically not able to be increased or redrawn in the same way as standard residential mortgages. This creates discipline at the outset, requiring trustees and their advisers to carefully consider the appropriate level of leverage.”
Heinnen gives the lender’s perspective: “Leverage still has a role when it’s part of a considered strategy. What we’re seeing today is a stronger focus on sustainability rather than maximising borrowing. Customers are more open to conversations around how the loan behaves over time, how repayments are supported and what happens as retirement approaches.”
The hesitation side of the ledger is more specific. “Hesitation is largely limited to the lingering regulatory spectre that SMSF borrowing itself could ultimately be curtailed,” says Bannister. “While borrowing remains permissible today, trustees and advisers are conscious that LRBAs have long been controversial from a policy perspective and periodically surface in regulatory and political debate.”
That regulatory uncertainty has ebbed and flowed over the years, and the sector is not immune to it. The ATO’s May 2025 guidance update on the use of offset accounts with LRBAs, for instance, prompted some non-bank LRBA providers to amend their product parameters.
Richard Chesworth, Bluestone’s head of specialised distribution, notes his organisation’s product guidelines remained unchanged – a reflection, he says, of having maintained a strong compliance focus since launch. “Because we’ve had a deep understanding of the segment since launch, we have not had the need to shift our product guidelines,” says Chesworth. “We have always approached SMSF lending with a strong focus on supporting fund compliance from a product perspective.”
Williams describes Pepper Money’s response to the evolving guidance environment as one of continuity rather than correction. “Strong and complex regulation has always been part of the SMSF lending landscape, and we see that as a positive thing,” she says. “The clear guidance from regulators, particularly around property in super, reinforces the importance of getting structures and compliance right.” Pepper Money’s SMSF offering recorded an increase of 112% year-on-year, which Williams says makes the quality of that compliance framework all the more important.
The business-owner opportunity One use case increasingly dominates SMSF broker conversations: the SME owner buying their own business premises through the SMSF and leasing it back to their operating entity.
For Prior at ORDE, this is close to the canonical SMSF borrowing deal. “A common example is SME owners acquiring business premises through their SMSF and leasing them back to the operating entity, creating certainty around premises while building long-term wealth within super,” he says. ORDE has been writing SMSF commercial deals since early 2020, and Prior points to a professional workforce that has grown by more than 140% over the past 25 years, with business owners and owner-managers now accounting for around one in eight working Australians.
Chesworth echoes the pattern. “For some, it’s a straightforward investment decision – they believe a direct allocation to residential or commercial property will help meet their retirement goals. For others, it’s a business owner looking to buy their business premises through the SMSF and then lease it back on an arm’s-length basis. That can support continuity through secure tenancy, while the rent and any potential capital growth benefit the members’ super,” he says.
Bluestone has recently launched a commercial SMSF product offering to mortgage brokers – a move Chesworth describes as helping brokers “bridge the gap into commercial lending”. For brokers comfortable in the residential space but wary of commercial complexity, that bridge has historically been a sticking point.
Matt Heinnen, general manager for commercial at Liberty, frames the business owner conversation in terms of a maturing borrower base. “The conversations are shifting towards clearer goals, a better sense of leverage, and understanding how to structure the loan for better resilience across changing market conditions,” he says.
La Trobe Financial is Australia’s premier alternative asset manager and a proven and trusted investment partner for institutional and retail investors with over A$24 billion AUM. Established in 1952, La Trobe Financial has been building the wealth of its investors across seven decades through careful attention to quality, discipline and consistent performance across the economic cycle.
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ORDE Financial is a non‑bank lender built exclusively for brokers, combining human and credit expertise with innovative technology to help brokers build stronger futures for their clients. We reflect the reality of today’s borrowers, from SMEs with complex needs to near prime clients seeking clearer paths forward. Since 2020, ORDE has funded more than $11 billion in loans and supported over 16,000 borrowers – all through brokers. We offer residential, commercial, SMSF and construction loans and other specialised solutions, with fast decisions, deep credit insight and a streamlined digital experience. With no clawbacks, one accreditation and no channel conflict, we help brokers deliver better, faster outcomes that support borrowers’ long‑term financial success – building futures with every deal.
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He also pushes the conversation towards the asset itself. “A sustainable LRBA story depends on property that can hold or grow in value and produce income that’s broad enough to survive a weak patch, not just a strong yield on day one. More of the discussion is moving towards thinking about rent and growth over a long horizon, and being honest about whether the location, tenant appeal and building quality support the loan for the life of the strategy,” Heinnen says.
Williams makes a related point about the purpose of the fund as an anchor for any leverage conversation. “It really comes down to having a clear strategy from the outset in relation to building wealth for retirement. Using property as part of a broader plan to build wealth may be part of this strategy,” she says. “When used appropriately, borrowing through an SMSF can help build long-term wealth, but there are risks that need to be properly understood and managed by the SMSF.”
As one of Australia’s leading non-bank lenders, Liberty offers innovative solutions to support customers with greater choice. For nearly 30 years, this free-thinking approach to loan solutions has seen use help more than 900,000 customers across a wide range of home, car, business and personal loans as well as SMSF lending and insurance. Liberty remains the only non-bank lender with an investment-grade credit rating offering custom and prime solutions to help more people get financial.
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“Higher leverage can push a fund into a more negatively geared position, and negative gearing is far less compelling in a concessionally taxed environment like an SMSF”
Richard Chesworth, Bluestone home loans
In Partnership with
For brokers, the implication is less about understanding a new product and more about showing up differently in the conversation. “SMSF borrowing has become more deliberate and strategic, opening up a broader role for brokers to stay involved as these structures are established and evolve over time,” Prior says.
Siobhan Williams, head of mortgages for retail broker at Pepper Money, points to industry data showing the number of members switching into SMSFs grew by 21% between 2023/24 and 2024/25, with the 30–45 age group recording the strongest growth at 31%. “More younger professionals and mid-career Australians are establishing SMSFs, and property can be in the mix of that plan, depending on what advice they have received from a financial adviser,” says Williams. “This group expects the lending experience to feel easy, fast and digital. They want quick answers, less back-and-forth and more confidence earlier in the process.”
Williams also highlights one aspect of leverage management that is often overlooked: “SMSFs may also want to review their existing SMSF lending arrangements rather than taking a set-and-forget approach, to understand what interest rates are being offered by relevant lenders.”
Chesworth is clear about where leverage conversations go wrong. “Where people can get the balance wrong is treating the conversation as a ‘how much can we borrow?’ exercise, based purely on assets and serviceability, without testing it against the fund’s strategy. If the plan relies on maximising concessional contributions, and even non-concessional contributions, just to make the borrowing work, the trustee needs to understand what that means for the broader direction of the fund,” he says. “The principle is simple: just because you can, it doesn’t mean you should.”
“More younger professionals and mid-career Australians are establishing SMSFs, and property can be in the mix of that plan, depending on what advice they’ve received from a financial adviser”
Siobhan Williams, Pepper Money
“According to ABS data and broader demographic research, many business owners are mid-career and actively growing their businesses, so SMSF conversations are increasingly happening alongside real-time property and business decisions, rather than only later in life,” says Lee Prior, director of distribution at ORDE Financial. ORDE’s research, developed with demographer Bernard Salt, points to a large millennial cohort moving through their 40s over the next decade – around seven million Australians entering what Prior calls “longer-term ownership phases”.
The demographic shift is also reshaping who is walking through the door. Marie Mortimer, chief commercial officer at Firstmac, notes that Gen X and millennials now account for the majority of newly established SMSFs, and that the average balance of new funds has been trending lower. “The SMSF market is no longer limited to older, very high-balance investors,” says Mortimer. “These cohorts tend to research extensively, compare providers and expect transparency around costs, time frames and process. They are comfortable with digital tools but still value access to experienced people who can clearly explain how things work.”
Industry experts
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Cory Bannister
La Trobe Financial
Bluestone Home Loans
Matt Heinnen
Liberty
Marie Mortimer
Firstmac
Marie Mortimer is chief commercial officer at Firstmac. Her role covers many responsibilities across the Firstmac Group of companies, including retail sales, third party sales, strategic partnerships, customer care, marketing and human resources. She is also responsible for launching Firstmac’s multi-award-winning Women, Children & Community Program. Mortimer started her career at Firstmac in 2000, working in hands-on roles in most areas of the business. In 2006, she left to work in the UK for the Royal Bank of Scotland. In 2010 she returned to Firstmac to head up the IT department and join the Executive.
Firstmac
Marie Mortimer
Matthew Heinnen brings over 25 years’ experience to his role leading Liberty Group’s commercial lending business. His well-established background in financial operations and sales management has given him a wealth of industry knowledge. Heinnen prides himself on his ability to build strong relationships with business partners. An inspired and resilient leader, he has a strong interest in the learning and development of his entire team. Heinnen holds a Bachelor of Commerce majoring in Finance and Financial Management Services from Swinburne University of Technology.
Liberty
Matt Heinnen
Richard Chesworth is Bluestone’s head of specialised distribution. With more than 20 years of experience in commercial and SMSF lending strategies, he gives brokers practical guidance to help navigate complex client needs. He works closely with advisers, brokers and industry partners to structure lending solutions that balance flexibility and compliance with clear, straightforward execution.
Bluestone Home Loans
Richard Chesworth
Cory Bannister is senior vice president and chief lending officer at La Trobe Financial. He has over 20 years’ experience in financial services and has held a number of positions across credit and distribution since joining the business in 2000. As CLO, Bannister is focused on managing substantial wholesale and retail investors. He holds diplomas in mortgage lending and business accounting and resides in Melbourne.
La Trobe Financial
Cory Bannister
Published 08 Jun 2026
Siobhan Williams
Pepper Money
Lee Prior
ORDE Financial
Source: ATO SMSF Statistical Report, December 2025
SMSF population snapshot
Total SMSFs
663,867
Total members
1,224,936
Total net assets
$1.021trn
Residential real property held
$60.9bn
Non-residential real property held
$116.7bn
Limited recourse borrowing arrangements
$77.8bn
Source: ATO SMSF Statistical Report, December 2025
Total real property exposure
Approx. $177.6bn, or around 17% of total SMSF assets
Non-residential (commercial) property held
$116.7bn
Residential property held in SMSFs
$60.9bn
Where the money sits
As of December 2025, limited recourse borrowing arrangements – the primary mechanism through which SMSFs borrow to invest in property – accounted for $77.8 billion in SMSF assets. The value of LRBAs has grown steadily from $52.8 billion in June 2020, reflecting rising property values and continued adoption of geared strategies.
He also raises an issue that many brokers may not consider: “Higher leverage can push a fund into a more negatively geared position, and negative gearing is far less compelling in a concessionally taxed environment like an SMSF. Ideally, the fund should aim to be neutrally or positively geared, if not from day one, then at least early in the life of the strategy. That said, while the 2026 Federal Budget proposes changes to limit the amount of deductions only to the income on the asset, this doesn’t extend to SMSFs. The proposed budget changes also confirm that SMSFs will remain on the existing CGT discounting approach and not indexation. This means that the current benefits will still be available to SMSFs when buying established properties, not just new properties.”
Mortimer reinforces the point around role clarity as a marker of high performance. “The strongest intermediaries are not product-led. They are structure-led and very clear on role boundaries. They understand what sits within their remit and what needs to be handled by an accountant, financial adviser or lawyer,” she says. “They also prepare files thoroughly, set expectations early around documentation, and explain that time frames are heavily influenced by having the structure right from the outset. More transactional approaches tend to underestimate complexity, which can lead to delays and frustration for everyone involved.”
Savvy brokers have realised that the relationship beyond the transaction is just as important for supporting long-term financial goals.
“Australians are coming to SMSFs earlier, and with a longer runway in mind,” says Heinnen. “Many are drawn to the control and flexibility but want to see how a borrowing choice made in their 30s or 40s might affect flexibility, cash flow and retirement options down the track. They’re more likely to ask about structure, costs and what ‘later’ looks like, not only about getting a deal done.”
“Customers today are more informed than ever, and successful brokers lean into that. They treat SMSF lending as a conversation, not just a transaction”
Matt Heinnen, Liberty
Williams describes a similar shift in broker expectations from her organisation’s perspective. “High-performing brokers recognise that SMSF lending is an opportunity well within reach,” she says. “The best brokers take the time to explain the SMSF loan application process clearly, set expectations early and guide clients through the process.” Williams points to recent data showing that seven in 10 members switching into SMSFs or platform products didn’t have a pre-existing advice relationship in place, underscoring the importance of that guidance role.
Role separation and the regulatory environment The regulatory environment has done something useful for SMSF lending: it has made the role boundaries clearer. Advisers advise on strategy. Accountants handle compliance and structure. Brokers handle the lending pathway. Lenders assess the deal. When everyone understands and respects those lines, the machinery runs smoothly.
Prior describes how ORDE approaches this internally. “The regulatory environment has reinforced the importance of clear role separation and documentation. We make it very clear that decisions around establishing an SMSF or selecting an investment strategy sit with the trustee and their accountant or adviser, not with the broker or lender,” he says. “We require confirmation that appropriate advice has been received and that the LRBA aligns with the fund’s investment strategy. This helps protect all parties while keeping transactions workable.”
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Education, capability and the broker’s own business
One of the more interesting trends in SMSF lending is that it’s no longer purely a client story. Brokers themselves are increasingly engaging with SMSFs in their personal lives – which sharpens the quality of their client conversations considerably.
Prior flags this directly. “What’s interesting is that this isn’t only coming through in client demand. We’re also seeing SMSFs feature more in brokers’ own business and personal contexts, which naturally brings a more practical, real-world lens to the conversations being had with clients,” he says.
ORDE’s approach to broker support has been hands-on, with BDM and credit teams available for scenario discussions, feasibility sense-checks and education programs. Prior points to a recent SMSF webinar that generated more than 110 questions. “Most of those questions weren’t about pricing or policy settings but about evidence, structure and process – how servicing is verified, what property types are acceptable and where the advice and lending boundaries sit,” he says.
Heinnen describes Liberty’s approach as equipping brokers with the tools to have “informed, well-timed conversations” so that trustees can understand how an SMSF loan might behave through different market and life stages.
Williams points to similarly strong engagement from brokers at Pepper Money’s education events. “Education is just as important as process,” she says. “We continue to invest in training and practical resources to help brokers navigate SMSF lending confidently, while ensuring that SMSF trustees seek independent legal advice for any new SMSF lending.” Close to 1,000 brokers have participated in Pepper Money’s SMSF webinars, which Williams describes as reflecting the ongoing appetite for support in this space.
Building that depth of capability – in the brokerage and in the lender’s BDM and credit teams – is, for Prior, as important as the product itself. “Building depth across our BDM and credit teams has been just as important as building the product itself, because that’s what allows us to support brokers well as this part of the market continues to mature,” he says.
We’re … seeing SMSFs feature more in brokers’ own business and personal contexts, which naturally brings a more practical, real-world lens to the conversations being had with clients”
Lee Prior, ORDE Financial
The next chapter
Where is SMSF lending heading? The broad answer is: for more of the same, done better. The structural features of LRBAs are set in legislation and unlikely to change dramatically. The innovation is in execution: faster processes, better digital integration and more collaborative workflows between brokers, advisers, accountants and lenders.
Bannister sees digital transformation as a meaningful force in the sector, though he is careful to preserve the human element. “Enhancements in application processes, third-party data integration and streamlined assessments have the potential to improve efficiency, reduce turnaround times and enhance the overall borrower experience,” he says. “At the same time, it is critical that the industry doesn’t sacrifice rigour for speed. Recent well-reported fraud allegations emerging across parts of the financial services sector highlight the importance of maintaining strong verification processes, robust compliance frameworks and clear accountability, with a human eye and instinct as valuable as ever.”
“Well-reported fraud allegations emerging across parts of the financial services sector highlight the importance of maintaining strong verification processes, robust compliance frameworks and clear accountability, with a human eye and instinct as valuable as ever”
Cory Bannister, La Trobe Financial
Mortimer frames the forward direction in process terms. “Pricing and product design matter, but the most meaningful progress is happening in process. SMSF lending has long been viewed as slow, expensive and difficult to navigate. There is an opportunity to reduce unnecessary friction through better use of digital tools, stronger in-house capability and clearer broker education,” she says. “That said, efficiency only works when it sits alongside strong compliance, clear documentation and responsible lending standards. Growth in this sector depends on maintaining those fundamentals.”
Williams points to specific product developments at Pepper Money as an example of where accessible innovation is happening. “A lot of the biggest shifts in SMSF lending are around accessibility, speed and simplification,” she says. Pepper Money introduced the ability for eligible borrowers to access up to 90% LVR on residential SMSF loans without a lender protection fee, while maintaining strict credit and eligibility criteria.
She also highlights a changed approach to refinancing: “We may be able to look at demonstrated repayment history and how the existing loan has been managed, which can help make the loan application process smoother without lowering credit assessment standards.” The broader principle, she says, is that making the refinance process easier still needs to be considered as part of the overall retirement strategy with the trustee’s adviser.
With more than 663,000 funds now in existence and new registrations running at record levels, the addressable market for well-informed, well-connected brokers in this space has never been larger.
Heinnen describes the SMSF lending industry as shifting towards a “genuine focus on a better customer experience – smarter digital workflows, earlier and clearer updates and more deliberate collaboration between brokers, advisers and lenders”. The goal, he says, is to make the journey feel “faster and easier for the person at the centre”.
Chesworth sounds a note of pragmatism. “Legislation limits how creative lenders can be in this segment, so a lot of the ‘innovation’ is about doing the fundamentals exceptionally well and executing the transaction properly, consistently,” he says.
On the question of product features, he welcomes the return of a banking peer to the SMSF market with a genuine offset account but is measured in his assessment. “It’s still important to weigh up the other constraints and features beyond offset. And rather than only focusing on interest savings from holding cash in offset, trustees should also think about the diversification obligations they need to meet under the fund’s investment strategy,” he says.
Brisbane-based Firstmac Limited is an independently owned Australian financial services provider with more than 46 years’ experience in home and investment property loans. With its advances in technology, Firstmac provides brokers with streamlined business processes, an innovative product suite and a total commitment to service. Firstmac has written more than 130,000 home loans and has $21 billion in home loans under management. Firstmac also has a growing auto finance business with a current portfolio of $1 billion. It is a premier sponsor and Charity Partner of the Brisbane Broncos.
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Mortimer describes Firstmac’s approach to role separation in terms of complementary responsibilities. “Decisions around establishing an SMSF or selecting an investment strategy sit with the trustee and their accountant or adviser,” she says. “We manage key components in-house, including legal documentation, which allows us to maintain consistency and give brokers a clearer pathway from application through to settlement.” That internal capability, she says, is what enables Firstmac to simplify the process without diluting the necessary checks.
The high-performing broker
SMSF lending has always demanded more of brokers than a standard residential deal – more documentation, more stakeholder coordination, more structured thinking. But the gap between transactional and advisory approaches has widened as the market has matured.
Bannister defines the difference clearly. “High-performing brokers in the SMSF space distinguish themselves through connectivity and coordination. SMSF lending is inherently more complex than standard residential lending, involving trust structures, compliance requirements and multiple professional stakeholders. Brokers who are well connected with financial advisers, accountants and legal professionals are significantly better positioned to deliver strong outcomes,” he says. “Successful brokers recognise that SMSF lending is as much about coordination and advice as it is about the loan itself.”
Chesworth agrees and adds a note of caution about where product-first approaches can introduce conflicts. “Best practice, in our view, is the intermediary working closely with the customer’s other advisers, including their accountant, solicitor and financial planner, so everyone is aligned to the customer’s goal, while also supporting independence,” he says. “More product-driven approaches can sound similar on the surface. But once a property sales and distribution angle is added into the mix, it can create conflicting drivers, particularly if advisers are also influenced by incentives from a property promoter.”
For Prior, what distinguishes the strongest SMSF conversations is their starting point. “The SMSF discussions that tend to work best start with the bigger picture. There’s more emphasis up front on understanding how everything fits together, whether the SMSF is ready to proceed and what needs to be in place before a lending pathway is even considered,” he says.
Heinnen frames it from the client’s perspective. “Customers today are more informed than ever, and successful brokers lean into that. They treat SMSF lending as a conversation, not just a transaction. They take the time to understand the customer’s full story and objectives before finding lending solutions that may be suitable. Early in the process, these brokers coordinate with accountants, advisers and the lender, working through scenarios while there’s still room to adjust,” he says. “Complexity is normal in SMSF lending, so this level of preparation is important. It supports better decisions and highlights a broker’s role as a long-term partner, not a one-off facilitator.”
Heinnen sees early engagement with the lender as a critical part of that framework. “Engaging us at the application discussion stage allows structures to be tested, property valuations clarified and servicing capacity reviewed before a transaction progresses,” he says, noting that Liberty’s BDMs are available to support brokers through this stage and beyond.
La Trobe Financial has taken a consistency-first approach to the shifting regulatory environment. “Our lending policy and credit appetite have remained steady and measured across both SMSF and non-SMSF products,” says Bannister. “Rather than seeing regulation as a constraint, we see it as a mechanism that reinforces good lending practices and supports financially healthy long-term outcomes.”
“SMSF lending has long been viewed as slow, expensive and difficult to navigate. There is an opportunity to reduce unnecessary friction through better use of digital tools, stronger in-house capability and clearer broker education”
Marie Mortimer, Firstmac
Pepper Money is a leading non-bank lender founded on a mission to help people succeed. For over 25 years, Pepper Money has supported more than half a million customers with a wide range of really helpful loan options, including home loans, car loans, novated leases, personal loans, asset finance, commercial real estate and SMSF residential loans. Operating across Australia and New Zealand, Pepper Money works through trusted broker partners, white label solutions and direct channels – always guided by the question: “How can we be more helpful?”
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Richard Chesworth
Lee Prior is director of distribution at ORDE Financial, leading a national team supporting brokers on the ground. He’s helped shape ORDE’s broker-first approach, product design and ongoing innovation, while developing BDMs and relationship managers and bringing together sales, credit and settlements through the One Lending Team to keep deals moving.
ORDE Financial
Lee Prior
Siobhan Williams is an expert in non-bank lending and is passionate about giving Australians helpful loan options to help them succeed. As head of mortgages at Pepper Money, she leads a talented team who partner with brokers to provide real-life solutions for their clients. With over 20 years’ experience in financial services, Williams has seen a vast array of scenarios from brokers. From simple residential home loans to commercial lending and complex deal structures, Williams and her team are dedicated to finding ways to say yes when the banks say no.
Pepper Money
Siobhan Williams