Carol had spent 12 years building deep expertise across every corner of the finance industry - accounts, broker support and team leadership - before stepping into one of the most demanding roles in the business. When turbulence hit Infinite Finance and key people departed, Carol was asked to step up as General Manager. She said yes. What followed was a crash course in running a growing brokerage while simultaneously trying to scale it.
The business had talent and momentum, but the foundations weren’t ready for the next phase. Processes were improvised. Recruitment was uncharted territory. And Carol, despite her experience, was navigating the GM role largely on instinct.
“It was really like a fish out of water. I needed personal coaching in terms of — you’re good enough, and we can work together to help you get to where you need to be.”
Ambition
Strategically, CEO Tim had a clear ambition: scale. His initial instinct was to buy trail books and bring on new brokers.
Chaos
Without the right processes, the right people, and a clear strategy, growth would only mean more chaos at a larger scale.
Attrition
Underneath it all, a client runoff rate sitting above 24% was quietly eroding the business - a sign that while deals were being written, clients weren’t being kept.
Carol engaged Success & Broker in May 2025, roughly nine months into her GM role. S&B’s support spanned three core areas: process improvement, recruitment, and leadership coaching, giving Carol both the frameworks and the confidence to lead a team of brokers who hadn’t yet seen her in that role. Together, this shifted the business from reactive growth to a more deliberate and intentionally designed operating model.
One of S&B’s earliest strategic contributions was reframing the growth approach entirely. Rather than chasing external acquisitions, the bigger opportunity was already sitting in Infinite’s back book — an existing client base that had never been systematically nurtured. Strategically, CEO Tim shifted his thinking from buying trail books to building on what they already had. Acting on this, Carol introduced a proactive client outreach program, generating a consistent flow of re-engaged leads without a dollar spent on new marketing.
“We implemented a partnership that just reaches out to our back book — and that’s provided so many leads without having to do any marketing. That’s really just changed the business as a whole.”
- CAROL
The retention focus didn’t stop at lead generation. With runoff above 24% at the start of the coaching journey, it was clear the aftercare model needed to fundamentally change. Clients were getting their deals done and then going quiet - there was no structured follow-up, no reason to come back. S&B helped Carol build the systems and accountability to change that, turning one time transactions into lasting relationships.
On the people side, S&B assisted with pre-screening candidates and structuring recruitment conversations — a discipline Carol had never been formally trained in. The program also gave her a genuine sounding board for the harder internal conversations: managing broker authority, navigating HR challenges, and building team alignment around a shared direction.
This also introduced a more structured operating rhythm across the business—regular performance reviews, open feedback loops, and consistent team alignment sessions.
Carol also made the decision to obtain her own broking license -not as a strategic pivot, but as a way to deepen her credibility with the team she was leading.
WALK THE WALK. PROVE THE PATH.
It gives more credibility (obtaining my broker’s license) when talking to them and telling them you’ve got to do it this way. Now no one can say I haven’t done it.
EBIT has more than doubled in rate — and is still climbing. From 15% in FY2024 to 32% in FY2025, and now tracking at 37.6% year-to-date in FY2026.
With new brokers and a Credit Operations Manager now onboarded, that margin may ease temporarily — and that’s entirely by design.
The foundations being laid now are what will drive the next phase of settlement growth.
When your business grows, don't just expand—stabilize. With new team members and leadership in place, success depends on solidifying the team and refining operations to ensure efficiency at scale.
Carol plans to run a group planning session with the team to set the 12-month roadmap for FY2026 - formalising goals that will be shared across the whole team, not just live on a desk somewhere.
Client satisfaction is the next frontier. Infinite Finance is beginning to see clients return and refer at a rate they haven’t experienced before, and Carol wants to build on that momentum - deepening the aftercare model and continuing to drive runoff down.
For the first time, Infinite Finance will also run its own dedicated marketing, with the goal of building an independent referral source and establishing the business as a brand in its own right.
“I want Infinite Finance to be a business in its own right — not just ‘the finance company that does the finance for Infinite Wealth.’ We are going to be starting our own marketing, really be an individual business in the market with a separate referral source.”
- CAROL
