In an often-fast paced work environment where stakes are high, those in the specialist finance space can undoubtedly feel the strains and stresses of the industry.

These issues are often felt throughout all roles of the lending process, including brokers:

“Stress in this industry often comes from feeling out of control — deals can unravel quickly, lenders can change criteria without warning, and client demands rarely slow down,” said Jason Berry, group sales director at Crystal Specialist Finance, and founder of The Mortgage Industry Mental Health Charter (MIMHC).

“Over time, this creates a baseline of anxiety that many brokers simply learn to live with. But unchecked, it can spiral into burnout, isolation, or worse.”

Jason founded MIMHC, a charter aimed at improving mental health in the mortgage industry in 2021. The group now consists of signatories from across the mortgage space, setting out a six-point guideline for employee mental health support, as well as providing resources and a platform for signees to share advice.

The specialist finance advice sector is subject to tighter deadlines, increased complexity, and higher stakes than in the mainstream mortgage market, with working late nights having to navigate lender criteria, packaging deals, and managing client expectations adding to stress levels.

For Jason, one of the biggest contributors to poor mental health for specialist finance brokers is the “relentless pressure to perform in a highly transactional, fast-paced environment”.

However, this burden is not only reserved for brokers.

Dani Briers, head of marketing at Mint Property Finance, said: “In our experience, it's nothing to do with title, position, stature, role or remit. Everybody has mental health in the same way they have physical health.

“The key is to have a workplace culture that recognises the importance of good mental health, understands the potential impact of certain triggers, encourages an open dialogue around this, and supports where required.”

Emily Jackson, marketing manager at Somo, discussed what she believes is the biggest contributor to mental health issues in the sector: “Two words: tight deadlines — everything needs to happen yesterday, whether that’s a bridging deal or a marketing campaign.

“That constant need to keep everything moving creates an environment that needs careful balance.”

Emily noted that even marketing the “fun stuff” can add another layer of stress to her job and another element on the to-do list, despite her love for it.

The performance needs of the market are also not lost on Mahesh Vekaria, head of underwriting for commercial Lending at Allica Bank. He noted the importance of taking R&R while understanding that each person has different stress thresholds and limits.

“A bit like key risk indicators, you need to know where your tolerance to limits are for management action and not to be afraid to tell someone if those limits are being breached,” said Mahesh.

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He continued: “That balance needs to be found, as excessive or sustained levels of high pressure can lead to poor mental health and other consequences if it’s not managed.”

It seems the market has taken notice. According to Dani, in recent years, small and large businesses have started to give more priority to supporting mental health.

“It is increasingly the norm that businesses, irrespective of size and scale, now take the mental health of their employees seriously, and are willing to invest therein to improve engagement, productivity, and retention,” said Dani.

Jason too has seen a drive in mental health awareness in workplaces, claiming that the subject had shifted from being ‘taboo’ to being discussed in boardrooms, events, and in team meetings.

Since the founding of MIMHC, the charter has seen an increase of signatories, especially from brokers who previously felt isolated.

Empathy is the place to start for organisations in supporting mental health, said Emily, and while “we all talk a good game at networking events”, some continue to struggle quietly, and creating a space for honest conversation without fear of judgement is a good start.

“We should all be taking breaks and be strict with ourselves about switching off emails,” she added. “This isn’t A&E. If a deal or an ad has to wait until [the] morning, the world won’t end.”

Individual firms are taking stronger action on mental health. At Mint, a more supportive culture has emerged through the introduction of mental health first aiders. Jason noted that stress is now openly discussed within Crystal’s leadership, which has increased investment in mental health training. Mahesh added that Allica has introduced both mental health first aiders and an employee assistance programme.

Emily too noted that at Somo, open door access to senior people in the firm, as well as its free meditation sessions have helped, but the increased priority in care for mental health has been the main change.

“A few years ago, admitting you were overwhelmed might have been seen as a weakness—now it’s increasingly recognised as a strength,” stated Emily.

“I’ve found my senior leaders are more open about their own experiences, and companies are investing in proper support, not just token gestures. Mental health is no longer just an HR issue, it’s becoming a genuine business priority, which is as it should be.”

Mahesh had also seen an increase in senior leadership setting examples when it came to mental health: “One of the most impactful experiences for me at Allica has been hearing directly from our execs who have experienced mental health challenges.

“It was a powerful reminder that mental health issues can affect anyone, regardless of their role or seniority.”

While Jason believes the industry is on track with mental health awareness, there is still more work to be done.

“Awareness isn’t enough—we’re now pushing for action. More firms are training mental health first aiders, introducing employee assistance programmes, and redesigning roles to reduce burnout.

“It’s not perfect, but momentum is building, and brokers are beginning to feel the difference.”