VA Platinum Insights

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.