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Advice is totally on the hook

Robert Sinclair writes about the complexity of providing advice in the later life market, in this article written for Paradigm.

As our population ages and many will have insufficient pension provision, some will look to their property asset as a source of improving their retirement journey. This might be because they still have a mortgage, need to spend on their property or have long term care needs. Others may wish to pass on wealth early, fund education or provide house deposits for family.

Whilst for many a lifetime mortgage may look attractive, particularly via some very glossy but unbalanced advertising, the fact the solution exists and is on the shelf does not reduce the role of the adviser in giving consumer-based advice. Options of sale of property, unsecured, conventional mortgages, RIO and lifetime alternatives must all be on the table.

Focusing on the consumer

Significant discussion centres on the need for holistic or product agnostic advice that I feel misses the point – the advice must be customer centric.  In a world where the product boundaries are blurring, full consideration of all options through the customer lens is the only safe place for advisers to be. Critical is the ability to refer where you do not offer the best solution.

The FCA has been becoming increasingly vocal on these points. It is disappointed to find continuing evidence of firms not acting on their 2020 findings, discovering many examples where intermediaries are still:

  • poorly considering borrowers’ income and expenditure  
  • minimising discussions around alternatives
  • incentivising sales potentially at the expense of quality advice and good customer outcomes
  • steering outcomes in favour of lifetime mortgage products.

In its October 2024 letter to lifetime mortgage providers it states:

“We see our responsible lending requirements as especially important for later life lending, including lifetime hybrid products where consumers are expected to service mortgage payments. We expect firms who operate in this market to pay particular attention to signs of vulnerability. Firms should ensure that poor product design and governance does not lead to consumers purchasing later life products they don’t fully understand, and which do not meet their needs.”

Its 2025 mortgage intermediary strategy letter sets out:

“In the lifetime market, we have already outlined our findings on the shortcomings. Where customers have more complex financial situations, firms should assess their needs and circumstances, ensuring they have adequate processes in place to identify and take account of vulnerability.”

Fair value

Conflicts of interest, when not properly identified and managed, can drive a high pressure sales culture in the mortgage intermediaries’ market. Recent supervisory work has shown some firms have a culture driven by sales targets, with advisors financially incentivised to sell products that attract higher rates of commission or fees. The way sales staff are paid can drive mis-selling and product bias if conflicts are not properly managed.

When reviewing firms’ fair value assessments, we have seen different approaches. We have seen positive steps; for instance, some firms have completed holistic reviews of their fees charged compared against their costs, and have considered the service provided in different circumstances. We have seen examples where firms have reduced or removed charges for certain products or ongoing services where these were deemed too high relative to the benefits provided. We have also seen firms put better controls in place for certain groups of consumers, and remove charges for those groups if they do not offer fair value. However, we have seen instances of less considered approaches, and we remind firms that solely benchmarking against competitors does not go far enough.

There is increased risk when promoting more complex products such as lifetime, if the promotion is unbalanced or biased towards a certain product. Firms should not be seeking to exploit consumers’ behavioural biases, and communications should be designed in a way that avoids foreseeable harm and aids consumer understanding.

In Conclusion

In setting out these views, the FCA is placing full responsibility with the advice firm. The lender is making the product available and setting a procuration fee offering. It is entirely the advice firms’ choice as to whether they offer that product, provider or take that level of compensation. The advice firm is accountable for their fair value assessment and the suitability of the product set against the consumer’s long term circumstances, not just their immediate objectives. The advice firm should know what marketing has delivered their leads.

Remember, a £20,000 holiday on a 7% lifetime product rate taken at age 55 will be a £160,000 deduction to the estate at age 85.  Taking borrowing now, which narrows options later in life that may become a necessity, could deliver real regret on all sides. With conventional products usually priced off SONIA rates and lifetime from Gilts, that disparity makes advice ever more complex. Going lifetime too early in life’s journey might also deliver regret.

Determining whether to take full drawdown for an amount now at a defined interest rate, or waiting until later on a flexi product which might attract a different interest rate, lies with the adviser, but the consumer must fully understand the implications of the choice.

Interestingly we are seeing the FCA moving out of siloes within in its own policy work – it recently announced that in June it will launch a discussion on the future of the mortgage market, which includes lending into later life. This signals a change its previously segmented approach.

The FCA has this market fully in its sight over the next two years, so firms would be well advised to proceed with caution.