When Diana McKenzie enrolled two of her offshore team members in the VAP Training Academy's Credit Analyst Program, the goal wasn't to change their roles overnight.

The goal was to continue developing their skills while supporting the growing demands of the business.

At the time, both team members were primarily focused on loan processing.

Like many support team members balancing additional training with a full workload, their initial reaction was understandable. 

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"It felt like another thing on top of what they were doing."

The business was busy, settlement volumes were increasing, and most of the team's attention remained focused on processing loan applications, supporting clients, and keeping files moving through the workflow.

Then Diana began noticing changes in the quality of the work coming back to her.

‍Why Training Mortgage Support Team Members Is Difficult

Many brokers understand the value of developing their people.

The challenge is creating enough time to do it consistently.

In many mortgage businesses, support team members often learn through observation.

They learn by watching files being prepared, sitting in on conversations, and asking questions as situations arise. 

That approach can work, but development often depends on what files happen to come across their desk and what learning opportunities become available.

Some team members gain exposure to more complex lending scenarios.

Others spend months focused on administration and processing work.

For Diana, the Academy provided structured learning alongside the practical experience already happening inside the business.

Rather than relying solely on day-to-day exposure, her team could work through specific concepts and then apply them to real files.

The First Signs of Growth

Diana wasn't expecting her team members to immediately move into dedicated credit analyst roles.

What she noticed first was an improvement in the work they were already doing.

As they worked through the program, the training in areas such as reading payslips, servicing calculators, and application analysis began showing through in their attention to detail and the way they approached applications.

While they weren't yet responsible for recommending lending solutions, they were starting to analyse information more thoroughly before files reached Diana's desk. 

As Diana explained:

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"They're thinking like a credit analyst."

What's the Difference Between a Loan Processor and a Credit Analyst?

One of the most interesting parts of Diana's feedback was the distinction between processing a file and analysing a file.

In many mortgage businesses, support team members begin by learning loan processing.

A credit analyst reviews information and assesses what it means.

Within Diana's team, that shift became increasingly evident. 

Instead of simply completing tasks, her team members were increasingly looking at the information behind those tasks.

They were analysing applications while processing them.

That change was reflected in the notes they provided, the questions they asked, and the information they highlighted before files reached her for review.

Applying What They Learned To Real Files

One reason the training worked well for Diana's team was that the concepts could be applied immediately.

The learning wasn't disconnected from their day-to-day responsibilities.

They could use it on real applications.

They also became familiar with tools used across the mortgage industry.

The team used Quickly to access lender credit policies and compare lender policy requirements.

They were also introduced to Scenario, which helped them review lender policy information and lending scenarios more efficiently.

Rather than bringing every question back to the broker, they were developing the ability to research information and provide more informed observations on files.

‍Why Capability Develops in Stages

One of Diana's strongest observations was that capability develops over time.

Her approach has always been to build responsibility gradually.

That was the approach she used with both team members.

Rather than trying to teach everything at once, capability was developed progressively as experience grew.

For mortgage businesses looking to develop future credit analysts, that progression can be easier to manage than expecting new team members to learn processing and analysis simultaneously.

Why They Wanted More Responsibility

One of the more interesting observations Diana shared was that both team members actively wanted more responsibility.

She described them as people who were always looking for opportunities to challenge themselves.

As their skills developed, they became increasingly involved in more complex parts of the lending process.

They wanted greater exposure to the lending process and opportunities to apply what they were learning through the program. 

According to Diana, that willingness to learn has been a consistent part of their development.

‍Building Towards End-to-End Ownership

Over the last twelve months, Diana has gradually expanded the responsibilities of both team members.

Many of these responsibilities were not part of their role when they first started.

Diana's goal is for both team members to eventually manage their own files through most of the lending process.

She described the current structure as a work in progress, with responsibilities continuing to expand as capability develops.

While Diana still manages lender discussions, strategic recommendations, and final lodgements, much of the preparation work is now handled by the team.

The Business Impact

Developing capability is important.

For business owners, the real question is whether that capability creates measurable value.

For Diana, the impact became visible through the quality of work being completed and the amount of responsibility her team could take on.

The investment also made sense financially.

The program delivered approximately 20 to 23 hours of structured training.

Diana compared that against the time she would otherwise spend mentoring and teaching those skills herself.

She explained that her mentoring and consulting work is typically valued at around $150 per hour.

The business outcomes were also noticeable.

Diana explained that the additional settlements generated by the business needed to cover the cost of the team.

Her benchmark was approximately an additional $1 million in settlements per month.

The business exceeded that figure.

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"We're easily settling more than a million a month compared to what we were before."

"We're probably settling three million extra a month."

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Diana attributes that growth to a combination of factors, including stronger systems, increased delegation, and a team capable of taking on more responsibility as the business expanded.

Why Diana Recommends the Program

When asked whether she would recommend the program to other brokers, Diana didn't hesitate.

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"If someone said to me, should I pay for my girls to do it? I would say absolutely."

That recommendation came from her experience watching the development of her team.

That recommendation came from seeing improvements in processing quality, greater delegation, and the value of structured learning alongside day-to-day work. 

Without that structure, much of the development would have relied on her finding additional time to train and mentor her team personally.

For busy brokers, that can be difficult.

The Academy provided another avenue for capability development while the business continued operating at full pace.

A Safe Place to Learn

One part of Diana's feedback stood out more than anything else.

It wasn't about settlements. It wasn't about revenue. It was about how people learn.

Diana believes team members improve fastest when they aren't afraid of getting something wrong.

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"If you get it wrong, it doesn't matter."

"I'm going to show you so next time."

"There is never any shame."

Rather than treating mistakes as failures, Diana encourages her team to ask questions, attempt new tasks, and learn through experience without feeling embarrassed about getting something wrong.

She believes that approach has encouraged both team members to continue taking on more responsibility and developing new skills over time.

Investing in the Team You Already Have

Capability doesn't develop all at once. 

For Diana, it came from giving her team the opportunity to learn, apply what they learned, and gradually take on more responsibility.

Today they're contributing in ways that weren't possible when they first started.

That has helped Diana delegate with greater confidence while continuing to support a growing business.

And for Diana, the next stage of that journey has already begun.

Every team's development journey looks different.

Diana's story reflects one business's experience with structured learning, practical application, and gradual capability development.

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Curious about how the Credit Analyst Program works?

Learn More

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Gerrit Lombard recognised potential in an existing team member.
‍Through VAP's Training Academy, he provided a structured pathway to help accelerate their development into a future paraplanner while remaining focused on serving clients.

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The Challenge Wasn't Finding Potential.
It Was Finding Time To Develop It.

Many advice businesses already have someone they want to develop.

The challenge isn't identifying potential.

The challenge is finding the time to nurture it.

Client meetings need attention.

Advice files still need to be reviewed.

Compliance obligations continue.

And advisers still need to run the business.

As a result, staff development often falls behind more immediate priorities.

For Gerrit Lombard, this challenge felt familiar.

He had a team member who was already contributing valuable work. They understood the business, assisted with ROAs, and had become an important part of the team.

The potential was obvious.

The challenge was creating a pathway to help that potential grow.

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Seeing Potential Is Easy. Developing It Is Harder.

As the conversation turned to staff development, Gerrit highlighted a challenge many advice business owners face.

Developing someone from support work into technical advice work is a long-term investment.

Many businesses rely on team members learning through observation.

They review previous advice documents.

They sit in on discussions.

They ask questions.

Over time, they gradually build their understanding.

This approach works.

But it also takes time.

And time is often in short supply.

Technical Capability Requires More Than Experience

Future paraplanners need to understand far more than document preparation.

They need exposure to:

• Strategy recommendations
• Advice structures
• Compliance requirements
• Insurance considerations
• Superannuation strategies
• Retirement planning concepts
• Client outcomes

This knowledge develops through repetition, education, and practical application.

For busy advice businesses, creating enough time for that development can be difficult.

The First Signs of Progress Weren't Complex Advice Strategies

One of the most valuable outcomes Gerrit noticed wasn't related to SOA writing or technical strategy work.

It showed up in everyday tasks.

His team member began providing more complete information.

There were fewer gaps requiring clarification.

Less time was spent adding comments and corrections before work could progress.

Individually, these improvements appeared small.

Collectively, they reduced the level of oversight required.

And that's often how capability develops inside successful advice businesses.

Not through one major breakthrough.

But through a series of consistent improvements that gradually build confidence and ownership.

How Structured Training Supported The Development Process

To help accelerate that growth, Gerrit enrolled his team member in the VAP Training Academy.

Rather than replacing the development already occurring inside the business, the Academy complemented it.

The program provided structure around topics advisers deal with every day, including:

• Superannuation contributions
• Pension strategies
• Insurance considerations
• Retirement planning
• Advice structures
• Compliance obligations

Participants begin with foundational theory before progressing into practical exercises, case studies, and real-world advice concepts.

Building Confidence Before Complexity

As knowledge develops, participants begin to connect concepts more effectively.

They gain a stronger understanding of advice recommendations.

They become more confident contributing to technical discussions and advice preparation processes.

Most advisers learned the same way themselves.

Nobody starts with complex strategies on day one.

Technical capability is built progressively.

Structured training simply helps create a clearer pathway.

Why Structured Training Matters For Advice Businesses

Many advice businesses already have capable team members who want to grow.

Many advisers genuinely want to invest in their people.

The challenge is balancing staff development with client commitments.

Without structure, training often depends on spare moments between meetings and advice work.

With structure, development continues even while advisers focus on clients and business priorities.

Training And Coaching Work Best Together

Structured training does not replace internal mentoring.

It strengthens it.

Rather than spending time teaching every technical concept from scratch, advisers can focus on helping team members apply what they learn to real client situations.

This creates a more effective learning environment where:

✔ Technical knowledge continues to grow

✔ Internal coaching becomes more valuable

✔ Team members gain confidence faster

✔ Advisers spend less time teaching fundamentals

✔ Capability develops across the business

Investing In The Team You Already Have

Many business owners assume growth requires hiring someone new.

Sometimes the opportunity already exists within the team.

The future paraplanner.

The future technical specialist.

The future senior support team member.

They may already be contributing value every day.

What they need is the opportunity to expand their knowledge, develop new skills, and take on greater responsibility.

That investment benefits more than the individual.

It helps strengthen:

• Client service
• Operational efficiency
• Technical capability
• Team retention
• Long-term business growth

Structured training helps bridge the gap between potential and performance.

And over time, those small gains in knowledge, confidence, and capability can create meaningful outcomes for both the individual and the business.

Because the next paraplanner in your advice business may already be sitting within your team today.

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Key Takeaway

The most successful staff development programs don't start with hiring someone new.

They start by recognising potential in the people already within the business and creating a structured pathway to help them grow.

‍Looking To Develop Future Paraplanners Within Your Team?

Many advice businesses already have capable support team members ready for greater responsibility.

The challenge is creating a structured pathway that supports their development while allowing advisers to stay focused on clients.

VAP's Training Academy helps team members build technical capability through structured learning, practical exercises, and real-world concepts.

‍Explore VAP's Training Academy

Discover how structured training can help develop the future paraplanners and technical specialists already within your business.

‍Learn More About The VAP Training Academy

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Most businesses don't lose momentum because demand disappears.
They lose momentum because the structure underneath the business stops keeping up.

Work begins to queue.
Decisions slow down.
More responsibility concentrates around fewer people.

Demand is still there.

But the operating model has not evolved with the growth.

That is a pattern playing out across Australian businesses right now.

That was the position Now Finance found itself in. The business was already growing, but continuing under the same structure meant one thing: more cost, more pressure, more dependency on the same people to keep things moving.

As David Norman, CEO of Now Finance Group, put it:
"You can't continue to grow at the same cost base and be a profitable company."

At that point, the decision was not whether to grow.
It was how to support that business growth properly.

A Structural Shift Made Scaling Sustainable

For many Australian businesses, scaling a business within a single location means relying on a tightening labour market and absorbing increasing costs at every stage of growth.

Rather than slowing down, Now Finance changed how the business was built to operate.

"You need to diversify."

That meant introducing offshore staffing, not as overflow support, but as part of the operating model itself.

For Australian businesses considering the same move, the early concern is almost always the same: will the customer experience hold?

For Now Finance, the answer was clear.

"The customers were seeing no difference..."

"Our NPS scores kept going up..."

The offshore team model was not theoretical anymore.
It was already working.

The Model Was Built to Scale, Not Just Support

Most Australian businesses approach offshore teams with the same question:

What stays onshore and what moves offshore?

Now Finance did not frame it that way.

"We don't actually look at it that way at all."

"Whatever we have in Australia, we want to duplicate here."

That meant building real capability across their offshore team in the Philippines, not fragmenting work or creating a two-tier operation.

Customer service expanded into:

sales
settlements
collections
engineering
credit
disputes

The result was not two separate teams operating in isolation.

It was one operating model running across multiple locations, with the same standards and the same culture on both sides.

The impact showed up clearly in performance.

"Our productivity from a revenue per employee has continued to increase."

"Our cost to income ratio has basically been divided by three..."

At that point, offshore staffing stopped being about cutting costs.

It became part of how the business scales efficiently and sustainably as an Australian company competing in a tightening market.

The Structure Now Supports the Next Phase of Growth

"We don't see it as an outsourced business. We see it as a partnership."

That shift in thinking changed ownership and accountability across the entire business.

For Australian businesses exploring offshore team models, this is the part that is most often underestimated.

It is not just about the roles you move.
It is about how you lead across locations.

As the team grew, leadership became critical.

"The best thing that I've found... is you recruit leadership from within."

Internal leaders already understand the structure.

They have built trust.
They have lived the culture on both sides.

That is what allows leadership to scale alongside the business rather than becoming the bottleneck.

"I think it's allowed us to de-risk our business..."

Operating across Australia and the Philippines improved business resilience and continuity in a way that a single-location model simply cannot replicate.

For Australian business owners thinking about offshore staffing, that resilience is increasingly becoming a reason to act, not just a benefit in hindsight.

Now, the business is preparing for its next phase.

"Adding this new product doubles our business over the next couple of years."

That changes the role of the offshore team entirely.

They are not just supporting what already exists.
They are part of what enables what comes next.

"As important as anybody in our business."

Watch how Now Finance built this model in practice

See how their offshore team, leadership structure, and operating model work together to support sustainable business growth for an Australian company built to scale.

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When Walker Lane began experiencing rapid growth, it didn't create a lead problem. It created an operational scaling problem.

As client demand increased, the pressure inside Walker Lane wasn't on winning more work. It was on getting the work done well, consistently, and without overloading the people already responsible for delivery — a clear delivery capacity constraint.

That's the point where many firms start to feel the strain — more clients, more complexity, and not enough team capacity to keep up.

For the Walker Lane team, that became the trigger to rethink how offshore team building and support was built into the business.

What followed wasn't a stopgap hire. It became a scalable operating model.

Over time, Walker Lane grew its offshore support team from one or two people into a much larger structure, including 11 team members in Cebu and a paraplanning function that expanded from an initial setup to six people.

The result wasn't just more headcount. It was measurable output.

Within a year, the Walker Lane team had quadrupled its workload and dramatically increased SOA production each month.

That kind of lift is difficult to achieve when every new hire depends on slow local recruitment and limited internal capacity.

What makes the story more valuable, though, is how they built it.

Walker Lane didn't approach building their team as "give someone a task and hope for the best." Their philosophy was to hire for potential, train deeply, and develop people into more capable roles over time — a key principle in scalable team structure.

One team member started in admin, progressed into simpler advice documents, and then moved into more complex SOA work. That progression was intentional.

As Patricia Peters, Head of Advice and Paraplanning at Walker Lane, explained in the interview, the goal was not just to teach people to follow instructions, but to help them understand the situation, think critically, and know what good looks like — critical for financial planning operations.

That mindset made the Walker Lane team more capable, more fulfilled, and far easier to scale.

That development only worked because it sat inside a strong support structure. Clear communication, proactive performance coaching, and close collaboration between Walker Lane and VAP's local support team helped turn what could have been a hiring challenge into something far more sustainable — improving operational efficiency.

What surprised the Walker Lane team most wasn't just the output. It was the culture that came with it.

The relationship felt genuine, the trust was real, and the team became embedded in how Walker Lane actually operates day to day.

That is the real takeaway from this story. Walker Lane didn't just add support. They built a workflow model that could absorb growth without putting more pressure back on their advisers.

And when they needed more capacity, they were able to move quickly instead of starting from scratch each time — enabling consistent advice firm growth.

If you want to see how the Walker Lane team built this in practice, you can watch the full interview below: Watch the full Walker Lane testimonial

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Watch the Full Episode

If growth is starting to expose pressure in your workflow, this conversation is worth your time.

In this interview, Walker Lane shares how they built a more scalable support structure behind the business — from developing team capability to expanding paraplanning capacity and supporting significantly more output without relying on traditional hiring alone.

Most mortgage brokers don’t have a lead problem , they have a capacity problem.

In this episode, Kate Garrett, Director of Littlespring Finance, explains how she increased her brokerage capacity from around 10 deals per month to consistently handling 18–25.

The shift didn’t come from more marketing or longer hours. It came from changing how work flowed through the business and introducing full-time operational support that allowed her to focus on revenue-generating activity.

For brokers approaching their own growth ceiling, her experience highlights a shift that many growing brokerages eventually need to make.

The Capacity Ceiling Most Brokers Eventually Hit

Most brokers reach a point where deal flow increases — but so does pressure.

The issue isn’t finding clients. It’s managing the operational workload that follows.

As files move through the pipeline, brokers often find themselves handling:

• Document collection
• Lender follow-ups
• Application preparation
• File updates
• Settlement coordination
  
  

None of these tasks generate revenue directly, but they consume a significant portion of a broker’s time.

Over time, the broker becomes the operational bottleneck inside their own business.‍

When every file requires the broker’s involvement at multiple stages, growth eventually slows, not because there aren’t enough deals, but because there aren’t enough hours in the day.

Why Part-Time Support Doesn’t Fully Solve the Problem

Many brokers try to solve this problem by bringing in part-time administrative support.

On the surface, it feels like a sensible first step.

But mortgage broking workflows rarely fit neatly into part-time schedules.

Files move constantly throughout the week, and tasks arise at unpredictable moments — lender updates, valuation issues, compliance checks, or missing documentation.

When support is only available part-time:

• Files can stall outside available hours
• Tasks build up between working days
• Brokers step back in to keep deals moving
  
  

Instead of removing the bottleneck, the broker often becomes the backup operator whenever the workload spikes.

The real issue isn’t simply having help. It’s having consistent operational coverage.‍

The Operational Shift That Unlocks Growth

The change that allowed Kate to scale her brokerage was introducing full-time operational support embedded directly into her workflow.

Instead of managing every stage of a deal, the responsibilities became clearly divided.

Broker focus

• Meeting clients
• Structuring deals
• Managing relationships
• Generating new business

Operational support focus

• Preparing applications
• Managing documentation
• Liaising with lenders
• Moving files toward settlement
  
  

This shift dramatically changed how work moved through the pipeline.

More deals were able to progress without Kate touching every file.

That single change created the capacity needed to handle nearly double the volume of deals.

The Reality of Training and Onboarding

Operational support doesn’t instantly solve capacity challenges.

In the early stages, brokers must invest time in training and onboarding.

New team members need to learn:

• How files are structured
• How documents are handled
• Lender preferences and submission standards
• Client communication expectations
  
  

That means brokers initially spend time explaining systems, processes, and workflows.

But once those foundations are in place, the support structure becomes a true operational extension of the business.

Instead of reacting to every file, the broker begins to operate at a higher level  focusing on clients and growth.

The Outcome: More Deals Without Longer Hours

The biggest change wasn’t simply efficiency.

It was confidence in the workflow.

When operational processes run reliably without constant oversight, brokers gain the freedom to focus on the parts of the business that actually drive growth.

That includes:

• Developing referral relationships
• Supporting complex lending scenarios
• Spending more time with clients
• Expanding the brokerage strategically
  
  

For Kate, that shift allowed Littlespring Finance to move from around 10 deals per month to consistently handling 18–25.

Not by working longer hours but by changing how work flowed through the business.

The Insight Most Brokers Miss

Brokers don’t scale by doing more deals themselves.
They scale by removing themselves from the file.

When the broker is responsible for every operational step, growth eventually stalls.

But when the workflow is redesigned with the right operational support in place, capacity expands naturally.

The broker stops executing every task and starts leading the business instead.

What the Full Conversation Reveals

This article covers the key operational shift but the full conversation goes much deeper.

In the episode, Kate also shares:

• How daily communication with operational support actually works
• How trust develops over time within the partnership
• What the onboarding process looks like in practice
• Why meeting your offshore team in person can strengthen the relationship

These insights give a clearer picture of how a brokerage support structure functions day-to-day.

Watch the Full Episode

If your brokerage is approaching a capacity ceiling, this conversation is worth your time.

Kate shares the operational changes that helped Littlespring Finance grow from around 10 deals per month to consistently handling 18–25 without increasing her workload.

Watch the full episode here :

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Why I encourage Clients to visit their VAs within the first 18 Months

If you’re working with Virtual Assistants (VA), one of the best things you can do is visit them in Cebu or Davao within the first 18 months.

It’s not a requirement for success, but it makes a noticeable difference.

When you sit beside your VA, see how they work, meet the broader team, and spend time together outside of work, the relationship changes. Communication improves, expectations become clearer, and your VA feels even more connected to your business.

Most clients who visit say the same thing afterwards - they wish they had done it sooner.

 

Making the Trip to Cebu

Over the years I’ve tried just about every airline, route, and connection possible between Australia and Cebu. Some were great, some less so, but it means I can give clients a fairly honest view of what works.

If you’re planning the trip, here are a few options and what to expect.

Singapore Airlines

Singapore Airlines is my personal top pick when flying to Cebu.

From Australia, the journey via Changi Airport typically takes about 7 hours for the first leg, followed by around 4 hours from Singapore to Cebu.

Layovers in Singapore are commonly 1.5 to 5 hours, which keeps the journey fairly efficient. Changi Airport is also very easy to transit through, which helps after a long flight.

Another advantage is pricing. Quite often Singapore Airlines comes out more reasonable than other full-service airlines, whether you’re flying Economy or Business, depending on timing.

If you collect frequent flyer points, it’s definitely worth checking availability for upgrades on the longer leg.

Cathay Pacific

Cathay Pacific is another reliable option.

Flights from Australia to Hong Kong take roughly 9 hours, followed by about a 2.5-hour hop to Cebu.

Hong Kong is generally an efficient airport to transit through, and the connection to Cebu is fairly quick.

The main thing to watch is pricing, which can sometimes be higher depending on the travel period.

They offer good service and options for night time flights. Using points to upgrade from premium economy to business on the longer leg is worth considering if you want extra comfort.

Scoot

Scoot is a lower-cost alternative, flying via Singapore.

It’s a simpler onboard experience than the full-service airlines, but it can be good value if the timing works for you.

Just be aware that schedules don’t run as frequently, so your connection time may be longer than the major carriers.

Philippine Airlines (PAL)

PAL typically operates flights from Australia to Cebu via Manila.

The first leg from Melbourne usually takes around 8 to 9 hours, followed by about a 1 to 2-hour domestic flight to Cebu. Layover times in Manila depend on the specific schedule and can vary from a couple of hours to longer connections.

It’s worth noting that Manila can be a more complex airport for international transfers, and flight schedules can occasionally change. Because of this, it’s advisable to allow extra time between connecting flights to avoid stress or missed connections.

From both my own experience and feedback from some clients, travelers have sometimes encountered challenges in Manila, including:

·       Delays or mishandles in baggage handling.

·       Security procedures that can be time-consuming especially during peak travel periods.

·       Instances of theft, such as stolen phones or personal items.

Being aware of these potential issues and planning accordingly can help make the transfer smoother and reduce the risk of complications.

PAL is generally reliable, though not as seamless as Singapore Airlines or Cathay Pacific. If you have points or want to upgrade, check availability for added comfort.

Cebu Pacific

Based on experience, they are the least reliable.

Cebu Pacific is the most budget-friendly option but comes with trade-offs.

Flights often stop in Manila, even if advertised as direct, and layovers can be long depending on your itinerary. Travel times are usually longer overall, but for cost-conscious travelers willing to be flexible, it’s a practical choice.

Traveling to Davao

To those visiting our Davao office, it’s important to plan your travel accordingly.

Flights from Australia to Davao typically route via Manila, with a connection to Davao taking around 1.5 hours. Layover times in Manila can vary, and it’s worth allowing extra time to navigate the airport efficiently, as schedules sometimes change and connections can require additional planning.

Alternatively, some clients choose to fly via Cebu, connecting onward to Davao. The Cebu to Davao leg takes about 1 hour. This option can be convenient if your itinerary aligns with flights through Cebu, though for direct access, Manila connections are the standard route from Melbourne.

While my own trips to Davao are usually same-day visits from Cebu, clients traveling specifically to Davao will need to plan for the connection and layover logistics. Proper scheduling ensures a smooth and productive visit with your team there.

Whether going to Cebu or Davao, there are other low-cost carriers that you can try. You can even choose to book flights with different airlines to customise your travel.

Some people do this to buy time and spend it on touring other cities before Cebu or Davao. It’s not an easy option because it takes harder work, but if maximising your travel is your priority, then you’ll be alright.

I hope you find my personal notes on getting the best Australia to Cebu or Davao flights helpful!

Written by Brian Jones, Founder & CEO of VAP.