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What challenges might a broker face in 2035? Much like how the internet disrupted our profession — and I know there are still a few of us who remember working before computers — I believe AI will be our next biggest challenge. It will reshape how we build portfolios, engage with clients, and generate income. But like all disruption, there’s opportunity too. Brokers who embrace AI as a tool rather than a threat will create more value, not less. We can become more human, not less. Regulation will remain a pressure point. There’s a risk that well-meaning but disconnected oversight forgets the vast majority of us do the right thing every day. Our work should be seen as part of the consumer protection solution — not the problem. Finally, the talent pipeline. Attracting and developing the next generation of professionals must become a priority. We need to rethink what the broker of the future looks like — and we need to do it fast. What is your broking philosophy? It’s always been about the client. My rule of thumb is simple: if I were on the receiving end of the advice, what would I want to hear? What questions would I want answered, especially knowing what I know about insurance? When you prepare that way, there’s rarely a question you’re not ready for — and that builds real trust. Clients can feel when you’re genuinely in their corner. I also believe value is earned, not sold. Focusing on the service you provide rather than the commission you make has delivered long-term client loyalty and referrals that no sales strategy can match. The goal isn’t just to be technically competent — it’s to be deeply useful. The kind of broker people don’t just rely on but recommend. That’s what I’ve always worked towards, and it’s what’s sustained my business over the long term. Brokers are evolving to become trusted strategic advisors. What does this mean for our profession? The shift from transactional to strategic isn’t just an upgrade in service — it’s a redefinition of who we are. More brokers are now seen as true risk advisors, not just policy placers — and that’s where we should be. When we do it right, we stand shoulder to shoulder with accountants, legal counsel, and financial planners — professionals who guide decision-making, not just administer paperwork. Technology is finally catching up and can take
the busywork off our plates — freeing us to focus on insight, relationships, and outcomes. But we need smarter regulatory frameworks to match. We also need to keep lifting education standards — not as a tick-box exercise, but as a marker of real professionalism. And we must invest in the next generation. If we want to be seen as a career of choice, we need to act like one — loud, proud, and future-focused. What are some lessons that you’ve learnt along the way that you wish someone told you about on day 1 of the job? Two lessons have really stayed with me. First — enjoy the journey. It’s easy to get wrapped up in growth targets, new clients, revenue. But if you don’t find a healthy balance, you can win the external game and still lose the internal one. Fulfilment comes when your personal and professional life are aligned — I wish I’d understood that sooner. Second — know when enough is enough. Don’t chase volume for its own sake. Once you’ve hit your ideal book size, aim to improve its quality. I started replacing my most difficult or mismatched clients with better ones — and over time, I ended up with a book I genuinely love servicing. No one tells you that “success” is sometimes about subtraction. But it is. The goal is not just to build a big book — it’s to build a book that brings you joy, pride, and purpose. If you were to be crowned the national Broker of the Year winner, what would that recognition mean to you? I’m still receiving kind words about the WA Broker of the Year win, and each time I have to admit the heart gives a little flutter of joy. It brings me back to that moment at the gala lunch — the emotion, the gratitude, the sense of representing something bigger than myself. Winning the national title would be that feeling magnified. To be recognised at such a high level, in front of peers and colleagues I admire, would be deeply humbling and an immense honour. More than a personal milestone, it would feel like recognition for the clients who have trusted me, the team who supports me, and the profession I’m proud to be part of. This isn’t about ego. It’s about acknowledging a way of doing things: long-term thinking, client-first service, values over volume. To stand on that stage would be one of the proudest moments of my career — and yes, probably a little emotional.
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