Australian Broker's Spotlight Series is back, shining a light on the standout professionals driving innovation and success in Australia’s mortgage and finance industries
With nearly two decades of experience across Australia's agrifinance and broking industries, Deb Purvis — founder, director, and agri-finance and commercial broker at South Australia-based Purvis AgriFinance — knows a thing or two about the market.
She launched her own firm roughly three years ago, focusing on agri-finance, equipment and infrastructure finance, trade finance and succession planning, among other solutions. Today, she works with clients across South Australia, Western Australia, Victoria and New South Wales.
In this second installment, we reconnected with Purvis to discuss her best practices, the evolving role of technology in broking and her insights on the market as we head into 2026.
The following interview has been edited for grammar and clarity.
DP: For me, broking is a relationship-driven business. I spend time getting to know my clients beyond the numbers: what drives them, what worries them and what they’re hoping to achieve. When I understand that, I can structure finance that truly fits their situation rather than forcing a one-size-fits-all approach.
And, communication is everything; I keep clients informed throughout the process and ensure they always know where things stand. I also maintain strong, respectful relationships with lenders. Presenting deals clearly and professionally builds confidence and often results in better outcomes. What might set me apart is the depth of analysis I provide. I prepare detailed budgets and cashflows that tell the full story of the business. This level of preparation gives lenders comfort and shows that my clients are well-managed. It’s that combination of care, communication and professionalism that creates consistent success.
DP: Technology has definitely changed the way we operate, and in many ways, it’s made things more efficient. Tools for digital applications, document management and data collection have streamlined processes and reduced errors. It also allows brokers to manage more clients with greater accuracy. However, in agri and commercial finance, relationships still matter just as much as they always have. Technology is great behind the scenes, but I’m careful not to replace human connection with automation. Farmers still value face-to-face conversations and trust built through real interactions. While AI and automation have their place, the real advantage comes from combining tech efficiency with human understanding.
DP: We’re seeing cautious optimism return to the market after a couple of challenging years. In agriculture, many clients are still managing tighter margins due to higher input costs and dry seasonal conditions. The property market — particularly rural property — remains strong, although activity has slowed a little compared to the boom years. Farmers are being more strategic with purchases, focusing on consolidating and strengthening existing operations rather than rapid expansion. Lenders are also showing more appetite for well-prepared applications, particularly where strong management and diversification are demonstrated. It’s a good time for borrowers to review their rates and ensure their structures remain competitive.
DP: Volatility is part of doing business, especially in agriculture. My approach is to help clients focus on what they can control, things like cashflow management, expense planning, and maintaining flexibility in their lending structures. Rate cuts provide some welcome relief, but they shouldn’t be the only driver of financial decisions. My advice to borrowers is to stay proactive: regularly review your lending terms, don’t be afraid to ask your bank for a better deal and keep communication open. Lenders appreciate clients who are transparent and forward-looking.
On a broader level, diversification and building resilience are key, whether that’s through off-farm income, alternative enterprises or better cost control. Uncertainty will always exist, but with the right strategy and support, businesses can navigate it successfully. As I often say to clients, plan for the worst, but position yourself to make the most of the good years too.
