Fund the professional advocacy that resolves the debt your sector created.

The problem

Banks and lenders in Australia carry duty-of-care obligations that do not end when a customer becomes terminally ill. In practice, the collections cycle continues, and the burden shifts to the customer's family.

Internal hardship teams do good work, but they operate inside the creditor's own economics. An external, licensed, and independently-funded mediator resolves this cleanly, without the conflict of a creditor negotiating with itself.

There is a reputational tail to this problem. Every family who fields months of collection calls during a bereavement becomes a story. Every media cycle is a Four Corners episode waiting to happen.

What LWD does about it

LWD offers corporate partners a way to fund the professional advocacy that resolves this cleanly. Partners fund a pool of mediation hours. Eligible households are referred by clinicians and financial counsellors (never by the lender directly — that would be a conflict). CMS's licensed practitioners then engage with all creditors on the household's behalf, including the partner-funded ones.

The regulated mediation work is performed by Credit Mediation Services Pty Ltd under Australian Credit Licence No. 387398 — not by LWD, and not by the corporate partner. The partner funds the pool. The licensed practitioners do the work. The independence is structural.

This is not a marketing arrangement. It is a service-delivery partnership with reporting, hour caps, and quarterly published outcomes.

A case in one paragraph

Composite case “David”: 58, motor-neurone disease, $118,000 in personal debt across two banks and a car loan. Corporate partner funded 14 mediation hours from the pool. CMS's licensed practitioners engaged all three creditors. Two accepted write-off on compassionate grounds. One restructured. David's wife has the receipts on file. Composite illustration · labelled · full case book at /stories

Why this works for a corporate partner

• It closes a duty-of-care loop that Australian financial-services regulators have been signalling for the past three ASIC reporting cycles.
• It gives your ESG and sustainability reporting a defensible, quantitative story: hours funded, cases resolved, creditor cooperation ratios — not vague pledges.
• It moves the conversation with regulators from “how do you handle vulnerable customers” to “here is the independent, licensed program we fund to handle them properly.”