The lending landscape has changed significantly in recent years.

Interest rates have moved. Lender policies have shifted. Borrowing conditions have become more complex and the range of available products continues to evolve.

Yet for Anthony Franklin, Director: Head of Group Lending at Grimsey, one thing hasn’t changed: a good lending outcome starts with understanding what the client is trying to achieve.

The market has changed. So have the solutions.

Anthony has worked across institutional property lending, goodwill transactions and private lending markets, and today leads the Grimsey Group Lending team.

Over that time, he has watched the lending landscape change considerably.

Government regulation, property conditions, interest rates, consumer demand and lender appetite all influence how banks assess borrowers and where they are prepared to lend.

And those settings rarely stand still.

Products evolve. Policies change. A lender that suits one type of borrower may approach another very differently.

For borrowers, that means the solution that worked five or ten years ago may not necessarily be the one that works best today.

Is the cheapest loan really the best loan?

Interest rates matter. But Anthony believes they are only one part of a much bigger decision.

Different lenders can assess the same borrower in very different ways. Their policies, serviceability calculations and product structures can influence everything from borrowing capacity to the flexibility available within the loan.

That means the lender offering the lowest headline rate may not necessarily provide the solution that best supports what the client is trying to achieve.

Loan term, repayments, borrowing capacity, offset facilities, redraw, fees, lender policy and future plans can all influence which option makes sense.

“The structure is always more important than the interest rate.”— Anthony Franklin

That doesn’t mean chasing a competitive rate is wrong. Anthony describes asking “Am I paying too much?” as a healthy question.

The bigger question is whether the lending is structured around what you actually need it to do.

What can that look like in practice?

Anthony points to a recent client situation that illustrates the difference.

The client was looking to purchase a property and had a budget of around $1.5 million. By exploring a broader range of lending products, the team was able to consider options with different loan terms and loan-to-value settings that potentially gave the client greater borrowing flexibility.

That created the possibility of looking at a property closer to $1.6 million, an important difference when trying to secure the right property.

The trade-off? The interest rate on the alternative product was slightly higher than a more standard lending option.

For that client, however, the lowest rate was not necessarily the priority. Having the flexibility to pursue the property they wanted was more important.

“The interest rate might be a little higher, but the outcome for that client can be very different.”— Anthony Franklin

It is a useful example of why lending is personal. A solution that is right for one borrower may be completely wrong for another, even when the numbers on the surface look similar.

Because lending rarely stands still

Our financial lives change and lending often changes with them.

A first home buyer may initially be focused on maximising borrowing capacity and getting into the market.

A few years later, the conversation might be about using equity to purchase an investment property, renovating or moving to the next family home.

Later again, it may be about bridging finance, downsizing or accessing liquidity as retirement approaches.

The priorities are different at every stage.

The right lending structure at 30 may bear little resemblance to the one that makes sense at 50 or 65.

And increasingly, those changing needs are not simply about the individual borrower.

Lending between generations

Anthony is also seeing family dynamics play a greater role in lending conversations.

At one end is the familiar ‘Bank of Mum and Dad’, with parents using equity or providing guarantees to help the next generation into the property market.

At the other end, those same families may be looking at how they support ageing parents.

That could mean accessing equity to create accommodation at home, funding a granny flat or helping a parent make the move into retirement living or aged care.

For the so-called ‘sandwich generation’, both conversations can be happening at once.

It is a reminder that lending decisions are rarely just financial transactions. They often sit alongside important decisions about property, family, lifestyle and the future.

For business owners, the questions change again

Business lending brings its own set of decisions and often its own language.

Working capital. Term loans. Chattel finance. Commercial property finance. Business acquisitions.

Behind the terminology, however, are very practical questions.

Do you need to purchase new equipment? Buy into a practice? Acquire commercial premises? Fund expansion? Or make better use of equity that has built up within the business?

Anthony says the starting point is understanding what the business owner is trying to achieve and what is already happening across their broader financial position.

That may mean looking not only at the immediate finance requirement, but at how the lending interacts with the business balance sheet, cash flow, ownership structure and longer-term plans.

When lending is only one part of the picture

A lending decision rarely exists in isolation.

It might be connected to a property purchase, a business decision, an investment strategy, tax considerations or longer-term financial plans. And sometimes, understanding those other moving parts can change the lending conversation altogether.

This is where Anthony sees value in being able to draw on expertise from across the broader Grimsey Group.

“The joint effort across the Group means clients can access broader knowledge, stronger relationships and a more collaborative approach, while still receiving personalised service.”

Rather than looking at the lending requirement as a standalone transaction, the relevant specialists can bring their perspective to the conversation when it is needed.

For Anthony, it comes back to having everyone working towards the same outcome.

“The collective mindset helps us find solutions, navigate challenges and ultimately deliver a better lending outcome.”

It is not about making every lending decision more complicated. It is about recognising when there is value in looking beyond the loan itself and considering how that decision fits within the client’s broader financial world.

When did you last look beyond the rate?

For anyone with an existing loan, Anthony believes there is another question worth asking:

Is my current lending still working the way I need it to?

Interest rate is part of that review, but there is more to consider.

Does your loan still have the features you need? Are your offset arrangements working effectively? Are you paying for features you no longer use? Could the structure be simpler or more flexible? And does it suit what you are planning to do next?

Anthony also makes an important point: reviewing your lending does not automatically mean refinancing.

Sometimes staying with the existing lender and negotiating a better rate or adjusting the current structure will be the better outcome.

“Loyalty doesn’t mean what it used to be with the banks anymore.”— Anthony Franklin

Over a loan that may run for 30 years or more, even relatively small differences in rates, fees or structure can add up. The important thing is not to assume that because a loan was right when it was established, it will always remain that way.

Thinking about your next move? Start earlier than you think.

One of Anthony’s simplest pieces of advice is also one of his strongest.

“The earlier the better.”

A lending conversation does not need to begin when you are ready to lodge an application.

In fact, Anthony would prefer it didn’t.

Borrowing capacity, bank statements, tax returns, credit facilities, lender policy and even the specifics of a contract can influence an application.

Understanding those things earlier gives borrowers more time to prepare, understand their options and make informed decisions before they commit.

For a first home buyer, that might mean knowing their borrowing capacity before falling in love with a property.

For an investor, it could mean understanding how the next purchase affects future borrowing.

For a business owner, it might simply be knowing what options exist before the next opportunity presents itself.

The lending market will continue to change. So will the solutions available within it. But the measure of a good lending outcome remains much more personal.

It is not simply how much can I borrow? or what rate can I get?

It is whether the lending is structured around what you are trying to achieve today with enough flexibility to support whatever comes next.

Important Information: This article contains general information only and does not take into account your objectives, financial situation or needs. It is not credit advice, financial advice, legal advice, or taxation advice. Lending products and strategies discussed may not be suitable for all borrowers. All lending is subject to lender assessment, eligibility criteria, and approval. Any examples are illustrative only and do not guarantee future outcomes. Interest rates, fees, product features, and lending policies may change without notice. Before acting on any information, consider your circumstances and seek appropriate professional advice. Credit assistance is provided by Grimsey Wealth Pty Ltd Australian Credit Licence (ACL) 293334.