One Major Impediment To Digital Mortgages-Solved

As I travel across the country attending numerous industry events, meeting with a host of strategic partners, and talking to hundreds of lenders, everyone wants to discuss digital mortgages.  In those discussions, it is clear that to truly deliver on the digital mortgage promise of providing a simple, yet powerful borrower experience while streamlining the mortgage process and reducing costs, collaboration is key.

Quality partnerships are critical to providing the type of collaboration that is needed. No one provider can deliver everything required for today’s digital mortgage.  These partnerships can deliver real-time access to data with direct integrations; allowing providers to pass pertinent data to the loan transaction more quickly and seamlessly to both loan officers and borrowers during each step of the loan life cycle.

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With this channel-less strategy, productivity increases and has the potential to reduce costs for the lender.  These strategic partnerships also put a dynamic blend of powerful resources, like pulling credit or running pricing scenarios, into the palm of the hands of loan officers when and where they need this information for the borrower.  Efficiency increases as lenders nurture borrowers and better facilitate all phases of the digital lending process.

In addition, the right strategic partnerships and digital mortgage platform can deliver valuable simplicity. The days of app overload are over. Loan officers can now have a single, branded platform to manage the loan lifecycle.

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While most would agree that the benefits of collaboration through strategic partnerships is the way to improve the digital mortgage experience, one major impediment to this still exists in the traditional partnership model.

Historically, service providers spend a great deal of time discussing the benefits of partnering, potential mutual clients, and how the partnership will provide incredible value to the industry.  Then the discussion turns to who is going to pay for the time and resources to create the integration, test it, and maintain it going forward? The partners inherently decide to create a revenue- sharing integration model.

That’s where the impediment lies.  The traditional revenue-sharing integration model increases the cost to lenders and in turn the borrower.  Therefore, the goal in delivering a digital mortgage is providing a simple yet powerful borrower experience while streamlining the mortgage process and reducing costs through collaboration just increased the price to originate.

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At SimpleNexus, we take a different approach.   We are committed to working with our strategic partners to better deliver on digital mortgage expectations without demanding a revenue sharing integration model; reducing the cost to lenders and their borrowers.  This type of collaboration is making a profound difference in the mortgage industry, which is why 15 of the top 30 lenders partner with SimpleNexus.

We are the mobile-first digital mortgage solution that makes everyone’s life easier.  Lenders can make everything more convenient for their borrowers. Applying for a loan can be done from anywhere. Instead of sending their W2s, bank statements, or tax returns to your office, borrowers can securely send documents using their phone. If they have a question or need to call, they can easily access your contact info from a branded app. If only the rest of life could be this easy.

Who wouldn’t want to work with a lender who makes mortgages easier? Mortgage lenders who use SimpleNexus close loans up to 20 percent faster—which means borrowers get into their homes faster. With one straightforward system for borrowers to use, you can make everything easier, faster, and more cost-effective.  A powerful way to deliver on the digital mortgage promise.

About The Author

Joe Wilson

Joe Wilson is chief sales and marketing officer at SimpleNexus, a digital mortgage solution provider serving 15 out of the top 25 retail mortgage lenders in the US. SimpleNexus enables lenders to originate and process loans from anywhere. Loan officers can manage their loan pipeline, order credit, run pricing, and send pre-approvals— all on the go. The platform also connects loan officers to their borrowers and realtors to easily communicate and exchange data in a single location throughout the entire loan life cycle. Today, SimpleNexus serves more than 160 enterprise mortgage companies and more than 15,000 loan officers nationwide. Over 450,000 borrowers have used the app, resulting in $100B+ in transactions flowing through the platform.

Protecting The American Dream

It is heartbreaking to learn from the latest reports that after enduring this past summer’s unforgiving hurricanes Harvey and Maria, many homeowners now face the perils of mortgage delinquency and potential foreclosure. All of this is happening as they try to rebuild their community and put their lives back together. Surely, that’s not what the homeowners had in mind when they purchased the home. This is when the American Dream could become a nightmare.

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Hurricanes or not, owning a home continues to be the greatest American Dream and one of the most rewarding experiences. However, as they say, it’s always prudent to hope for the best and plan for the worst. We are reminded that homeowners must plan for the unexpected, as there is a long list of events that could happen – many completely beyond a homeowner’s control – to affect a home’s condition and its value. Hurricanes, sure; floods, earthquakes…this is why homeowners are strongly encouraged to buy homeowners’ insurance and to have other insurance policies to protect them against natural disasters and potential losses.

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Just like hurricanes, geopolitical developments, terrorism, global economic events, domestic financial markets, the departure of a corporation and a large local employer…there are many things that can happen – also beyond a homeowner’s control – that could suddenly start a downturn ripple and plummet a home’s value. During the 2008 housing crisis, millions of American homeowners saw their home value in free fall – a recorded $11 trillion in total value loss – and not all of these homeowners were subprime mortgage borrowers. Nearly all homeowners in America, including those who held onto their jobs and paid their mortgage on time, saw their home value decline. And we do not need to go as far back as a decade ago. More recently, large local employers including GE and Aetna left Connecticut, causing a substantial hit to the local housing market beyond local homeowners’ control. To many in the state, it might have felt like a hurricane had made landfall. Lenders recognize the unpredictability of the housing market – this is why they mandate many homebuyers to pay for mortgage insurance to protect the lender’s investment.

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Until now, homebuyers paid for mortgage insurance to protect their lenders from financial loss but did not have any channels to protect themselves. Just as we no longer walk down the street to use the neighborhood pay phone, home buying too has changed for the better. Today, homebuyers can protect their own hard-earned savings and contribution into the home – their down payment – by choosing down payment protection. By adding a few dollars a month to their monthly mortgage payment, or choosing a mortgage lender that offers the protection at no charge, homeowners can now protect their home if there is a real estate correction. They can have their loss reimbursed to them even if they sell their home for less than what they bought it for. This consumer-empowerment protection is also available to homeowners who refinance, in the form of equity protection. If a homeowner refinances in today’s housing market high and sells at a lower amount, he or she can preserve that home equity and have the lost amount reimbursed to them, as a policy holder of equity protection.

We don’t know when the next hurricane will hit but economists tell us a real estate market downturn typically happens in 7 to 10 year cycles. Instead of trying to time the market – or wishing to never experience a hurricane again – it is wise for homebuyers and homeowners to hope for the best, but always plan for worst.

About The Author

Cleve Bellar

Cleve Bellar is the CMO at ValueInsured. He leads all areas of marketing and is passionate about connecting with lenders, partners, homebuyers and anyone else who will listen to him about a new way to get Americans into the homes they deserve. Bellar, who is passionate about connecting people via technology, has had one foot in marketing and one foot in technology. He has advanced marketing operations at business software maker Sage, LexisNexis Risk Solutions and Computer Associates.

Surplus Funds: What Mortgage Servicers Can Do To Recover These Funds

All properties owe real estate taxes to their local government agencies. However, some of the real estate tax collecting agencies may also collect various local delinquencies including utility bills (i.e. water, sewer, and trash) and fire district taxes (primarily northeastern states). These taxes pay for roads, schools, and other government operations to keep communities functioning and safe. When taxes owed are not paid, the property is typically sold at tax deed sale or tax lien certificate sale, allowing the government to collect the delinquencies, incurred costs, fees, etc. Once the property is sold, the jurisdiction deducts what is owed in delinquent taxes, fees, etc., and any funds leftover are deemed Surplus or Excess Funds.

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Typically, surplus funds can be recovered by the owner of the property at the time of the tax sale, by the recorded owner of each security deed associated with the property, or by any other party having a recorded equity interest or claim at the time of the tax sale. However, not all states allow the distribution of surplus funds. For those that do, the amount of surplus funds can vary between a few hundred dollars and hundreds of thousands of dollars. For example, Erie County, New York often has millions of dollars in surplus funds owed to thousands of former property owners after a single tax sale.

In the aftermath of the Great Recession, an entire industry dedicated to recovering surplus funds emerged. Throughout the internet, infomercials promise fast money by collecting surplus funds for other people on a contingency basis. They promise a six-figure income while working out of the comfort of your home and will sell you the tools to do it, which is often just a simple list of specific locations with surplus funds.

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Asset recovery companies were created to collect surplus funds for a percentage of the recovery, like collection agencies. These percentages have ranged anywhere from 12 percent all the way up to an astonishing 75 percent. To protect consumers, several agencies have enacted laws to prevent usurious fees. In 2017, Florida limited the total compensation to 12 percent and requires recovery companies to qualify and register as a “surplus trustee” in order to assist homeowners in claiming surplus funds. Regardless, these companies are still aggressively seeking to recover surplus funds. Another key fact is these asset recovery companies are not attorneys and are often not familiar with the laws concerning how to collect surplus funds. This ineptitude has not only caused delays in the distribution of funds but has also caused agencies to require attorney representation and subsequent court proceedings to collect funds, which adds tremendous time and costs to the process.

Surplus fund distribution varies from state to state, and sometimes even differs by agency, but all are usually managed by the county. In some agencies, these funds are automatically sent to the homeowner on record at the time of the sale. In other states, the process is more complex. Jurisdictions are often not in a hurry to distribute these funds because unclaimed funds are escheated to the state if uncollected. So, what can mortgage servicers do to increase their chances of recovering surplus funds?

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1.) Ensure the proper assignment of mortgage is filed timely and accurately to prove interest in the sold property. If the mortgage was not recorded and the county could not locate the homeowner at the time of the tax sale, the unclaimed funds revert to the state. Having valid proof of interest in the property is the first step to attempt to recover the funds, as the notice of surplus funds is sent to the last recorded mortgagee and to the homeowner at the address of the property sold.

2.) Different states/different rules. A solid working relationship with the jurisdiction can make the process go smoother and reduce the cost of claiming surplus funds. Therefore, it is important to partner with an experienced tax servicer who has relationships with property tax jurisdictions throughout the country and is familiar with surplus fund collection requirements.

3.) If the surplus funds case goes to court, having legal representation that is knowledgeable about the collection of surplus funds is key. This type of law can be simple until there are complications. Attorneys who are trained regarding the collection of surplus funds are crucial because they know the decision makers and they know the legal landscape. Changes in the legal landscape surrounding surplus funds, such as the DLT LIST case in Georgia, argues that surplus funds are personal property and any lien against real property does not attach to surplus funds, despite Georgia law allowing the owner of security deeds to submit claims on surplus funds.

4.) Educating appropriate mortgage servicing team members about surplus funds and the mortgage servicers rights to those surplus funds is important. Surplus funds collected can be applied to the outstanding mortgage balance and reduce the loss of the asset, i.e., the property, to the mortgage servicer

No one wants a property lost at tax sale. However, if it happens, mitigating losses by collecting surplus funds can be effective if done properly. With the emergence of recovery firms and “get rich quick” schemes trying to collect surplus funds, the process has become more complex and competitive. Mortgage servicers need to be diligent in collecting the funds in order to mitigate potential losses.

About The Author

Greg Oppenheimer

Greg Oppenheimer is a specialist with LERETA’s Claims and Lost Property Department team processing escalated claims and providing loss mitigation research on properties lost at tax sale. Before becoming part of LERETA, he was on the Client Support team at QBE First where he spearheaded client support issues relating to delinquent property taxes and title curative issues for outsourcing customers. Oppenheimer is a graduate of Dickinson College.

Taking LOS Integrations A Step Further

By now, most lenders can agree that there are countless benefits to integrating their Loan Origination System (LOS) with a technology provider’s software. For one, it eliminates the front-end data entry of having to visit multiple vendor websites and rekeying data they have already entered into the LOS. With a true “lights out” integration, the lender doesn’t have to ever leave the LOS; they can order everything they need within one system, saving valuable time.

In addition, LOS integrations eliminate copying and pasting on the back-end of the process once the order is complete. When the report is delivered back to the lender, not only is the PDF imported to the “manage files” section of the LOS, but key data elements populate important data fields. When done correctly, the LOS automatically populates the legal description and vesting information from the title work, the value of the property from the Automated Valuation Model (AVM), desktop valuation or appraisal, and valuable flood zone and HMDA data from the flood certification. Populating these key data fields saves the lender from copying, pasting or rekeying the information into the LOS. It also mitigates the risk of potential human errors associated with manual data entry; for example, the “w” and “e” keys, located right next to each other on the processors keyboard, could be accidentally keyed incorrectly which would present a problem for legal documents and recordation if “E. MAIN ST.” inadvertently becomes “W. MAIN ST.”

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Lenders partnering with a provider that enables a true “lights out” LOS integration surely experience benefits. However, if their provider is not a middleware aggregator, they are still missing out on ways to improve their loan processing. By partnering with an aggregator, lenders can take their LOS integration a step further and distinguish themselves among competition.

In most LOS integrations, a technology provider integrates into a lender’s LOS in order to enable access to their own brand of products and services. An aggregator, on the other hand, provides lenders access to all brands within one platform. Even if a lender wanted to integrate with multiple providers, the process to include all of their vendors could take months to complete. With an aggregator, lenders can go live with hundreds of vendor choices available to them on day one.

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Some aggregators even give lenders the ability to add their own vendors that may not be integrated with the aggregator; such as small, local title companies or appraisers. With User Defined Vendor (UDV) technology, the lender selects which vendor they would like to utilize and the aggregator delivers the order to the preferred vendor. Local vendors looking to access an aggregator’s system on the back-end can easily upload their documents to the system with data elements and the PDF so that the aggregator can convert the forms to XML and deliver them back into the LOS. UDV technology enables lenders to add their preferred companies into their LOS in days as opposed to months.

Another important tool that lenders should look for when choosing an aggregator is escalation intelligence. This type of technology programs the systems to automatically know what the lender wants to do next if orders receive a “no hit” or if the underwriting guidelines dictate that a more robust type of product needs to be ordered. For example, if a lender orders an instant property valuation and there is not enough information on the property for the system to return an AVM, the system will automatically order a desktop valuation, drive-by appraisal or full appraisal, depending on the underwriting guidelines, risk tolerance and cost savings objectives of the lender. The same technology can be applied to instant title searches, full property reports and title insurance products.

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Finally, an aggregator has the ability to mimic the lender’s underwriting guidelines to provide additional efficiency and “automated decisioning” technology. They provide configurations that intelligently know what products to order based on credit scores, loan amounts, LTV and other underwriting criteria, then auto-order the appropriate products and services that are required for that specific loan. This type of technology eliminates the need for the processors to determine what to order and when to order it, thereby reducing the risk of human error.

LOS integrations with middleware aggregators result in reduced processing and closing times for lenders. The aggregator delivers faster integrations with more vendors, manages vendor turnaround time on behalf of the lender and even calculates Loan to Value (LTV) and Combined Loan to Value (CLTV) to automatically populate on the lender’s system. While general LOS integrations are beneficial, it is clear that the most competitive lenders use middleware aggregators to take their integrations to the next level.

About The Author

Tedd Smith

Tedd Smith is chief executive officer of Austin, Texas-based FirstClose, provider of end-to-end technology solutions to mortgage lenders nationwide. The FirstClose reporting suite is the first, comprehensive solution with capabilities to deliver title, flood, valuation and other important data elements in one report. For more information, visit www.firstclose.com.

The Right Way To Win The Deal

Regardless of who you’re selling to, lenders, servicers or the borrower, you have to have a clear strategy and you have to execute. That’s essential. But even before that, famed consultant Jill Konrath challenges people in her article “The Experience of You” that you should start by asking yourself: Would you buy something from yourself?

Konrath goes further to say that you should imagine yourself as someone who’s always involved in the buying decision for your product/service. Here’s the scenario: You’re busy. Really busy. You’ve been in meetings all morning and by lunchtime you’re already two hours behind schedule.

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Grabbing a quick sandwich and chips at the vending machine, you sit down at your desk to try to catch up while you eat. Forty-two new emails sit in your inbox awaiting your response. A quick scan shows nothing requiring an immediate reply.

Checking voicemail, you hear that you have seven messages piled up. Since you’re expecting an important call, you’re forced to listen to each one. But your attention span is short. If the caller doesn’t pique your interest right away, they’re bleeped.

Right after lunch, you’re meeting with a salesperson that somehow managed to get on your calendar. You look at the work piled on your desk. There’s enough there to keep you busy for two weeks if you had nothing else to do but finish it.

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Your stomach wretches with the dread of another non-productive meeting. You have no patience for sellers who ask trite questions to which they should already know the answer.

You don’t want to hear about their products or service. Nor do you want to add any more complexity or change to what you’re already doing—even for just a short while. You can’t keep up as it is.

That’s the reality facing most buyers today.

If you’re like most sellers, your approach is creating your own problems. If you’ve been in sales for a long time, you’re likely using the same strategies and techniques you learned long ago. If you’re new to sales, you’re likely being trained on skills that worked just a few short years ago but are no longer effective.

Sales success today requires you to be distinct or face becoming extinct. In The Experience Economy, authors Pine and Gilmore write that future economic growth lies in the value of experiences and transformations. An interesting thought to ponder. What relevance could it possibly have for people who sell?

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The truth is that every interaction you have with prospective customers is either a positive or a negative experience—never neutral. If your prospect feels they received value from your interaction, you get a second chance. If not, you’re out.

Sharing information about your product or service contributes virtually nothing to the value equation. It’s assumed that you will say only good things about your offering.

Additionally, buyers perceive that what you sell is nearly identical to your competitors – whether you think it is or not. As far as they’re concerned, everything is a commodity or soon will be.

Rich and compelling experiences are created by sellers who recognize the shift that’s taken place in the market. They study their prospect’s business problems and goals. They constantly search for information that their prospects would find valuable.

When they talk with their prospects, they bring along ideas and insights into what’s happening in the marketplace, with their prospect’s customers or with their competitors. They challenge their customer’s paradigm of what it takes to be successful and get them thinking.

These “experiences” don’t just happen serendipitously. You have to immerse yourself in your prospect’s business, market segment, industry and more. You need to continually be asking, “How can I help my customers achieve their goals or solve their problems?”

As a person who sells, your job is to orchestrate this rich and compelling experience. You can’t leave it up to happenstance.

Authors Pine and Ginsmore further advocate that customers should pay for this “experience.” With that in mind, I’ll leave you with one final thought:

Would your prospects willingly pay $500 for an hour of your time?

Think about that each time you meet with a potential buyer and make it happen. Your competitors won’t stand a chance.

About The Author

Michael Hammond

Michael Hammond is chief strategy officer at PROGRESS in Lending Association and is the founder and president of NexLevel Advisors. They provide solutions in business development, strategic selling, marketing, public relations and social media. He has close to two decades of leadership, management, marketing, sales and technical product experience. Michael held prior executive positions such as CEO, CMO, VP of Business Strategy, Director of Sales and Marketing and Director of Marketing for a number of leading companies. He is also only one of about 60 individuals to earn the Certified Mortgage Technologist (CMT) designation. Michael can be contacted via e-mail at mhammond@nexleveladvisors.com.

Calling On You To Build A Better Team & Kill A Toxic Culture

A toxic business culture can bring down the whole company, driving good employees away and draining productivity.

Such a negative atmosphere is fairly common in U.S. companies. A survey by The Creative Group showed nearly a third of executive-level employees said that a colleague had tried to make them look bad in a variety of ways. A study by the Harvard Business School reported that weeding out toxic employees could save a company over $12,000 per employee.

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But before a team is driven apart or toxic employees are shown the door, some business culture-change experts say there are ways to preserve and build better teams.

When faced with organizational disarray, it’s sometimes helpful to introduce different team-development concepts.

Often, though, that’s not the one that rings most true with team members who, more often than not, are a group of great players who just need a better way to collaborate, coordinate and communicate – and not compete.

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There are three ways company leaders can build teams that work well together towards a common goal:

Navigate the negatives. I suggest getting the team to play a game called Speed Boat, created by Luke Hohmann. Speed Boat is based on the concept that something is holding the team back, similar to anchors or rough waters. To determine what that impediment might be, individuals write down what they think is holding their boat (team) back, then post their reasons on a wall over a picture of a speed boat. It’s fascinating how a metaphor—a boat—and the image of an anchor help people uncover the toxic issues that are damaging their interactions.

Discuss sad, mad, glad. The purpose is to encourage team members to redesign their interpersonal relationships so that the toxic environment can be relieved, if not resolved. Participants each have a set amount of time to tell a story about what they are glad about, sad about, and mad about in their daily work. Then they talk about what they would do to increase, reduce and eliminate in order to create a new story that addresses the sad and mad, and builds on the glad.

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Pair up. There is a growing realization in business today that solo work styles are not as effective as when people work in pairs. In this approach, pairs of staff members are responsible to each other to make sure their jobs are done on time and to specs. The pairs are rotated every two to three weeks. The watershed moment occurs when the pairs realize that their success only comes from results that both of them achieve.

Metaphors and games allow people to express their pain points in a more neutral, emotionally secure manner. It gets their boat moving again and pulls them together as a team.

About The Author

Andi Simon

Andi Simon, author of On the Brink: A Fresh Lens to Take Your Business to New Heights, is a corporate anthropologist and award-winning author. She is the founder and CEO of Simon Associates Management Consultants, designed over a decade ago to help companies use the tools of anthropology to better adapt to changing times. Simon also is a public speaker and an Innovation Games facilitator and trainer. She served as a tenured professor of anthropology and American studies at Ramapo College of New Jersey, and was a visiting professor teaching entrepreneurship at Washington University in St. Louis.

How To Make Your CRM Big Data Small

Small and midsized (SMB) businesses love to think big, and there’s no better way to do that than with the right customer relationship management (CRM) technology. The operative words here, of course, are the right.

As the sheer volume of customer information captured through CRM continues to increase, businesses must evaluate whether they can truly capitalize on the valuable data their CRM software delivers. And so, it’s important to ensure that your CRM is designed with an SMB business needs in mind, since the tools and data that large corporations use might be of minimal use, irrelevant or even holding your SMB business back.

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Instead, find a CRM that can scale to your business’s customer data needs by following a few guiding principles.

Start with the basics

There’s a wealth of invaluable data that can be gleaned from today’s CRM technology. Businesses can aggregate information about customer demographics, pain points, organizational objectives, timelines, contact preferences and much, much more. But the truth is, SMBs are often best served by taking a more minimalistic approach to their CRM strategy.

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It’s important for new CRM users to begin with the essentials before working their way up to more complicated features and data points. Otherwise, they may find themselves drowning in a sea of customer data they are not prepared to interpret or make actionable.

Commence your CRM journey by establishing what your business’s basic needs are. Are you looking to track sales? Is customer feedback a top priority? What are your customers’ needs? Sticking to the essentials will help ensure your CRM implementation’s efficiency, ease of adoption and therefore effectiveness.

After you’ve mastered the basics, you can drill down further.

Focus on areas that benefit you most

Many CRM programs offer a daunting and seemingly endless assortment of complicated data input screens. But for SMBs, this data overload can be both overwhelming and superfluous. Such businesses are often better off focusing on the areas that offer them the greatest benefits.

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According to SoftwareAdvice.com, managing contact info, tracking interactions, scheduling and email marketing are among the other top priorities for SMB. If you do these basics well, you’ll be well-served through CRM and it will help you strengthen customer interactions. Nearly 75 percent of small and midsized businesses using CRM have reported improved customer relationships.

Take advantage of new technologies

Today’s CRM technology includes features such as voice interaction, predictive analytics and various other forms of artificial intelligence (AI) functionality. The right recommendation engine, tailored specifically for the SMB market, can provide a significant value to your business.

These technologies serve an important role in helping boil down the big data captured by CRMs to what is most relevant and actionable for your business. Though the majority of small businesses have been slow to embrace AI-capable CRMs, those taking advantage of these features are reporting significant benefits.

There’s no one size-fits-all CRM strategy for capitalizing on the big data available for today’s companies. SMBs have a unique set of needs that differ greatly from those of your large enterprise size competitors. The CRM an SMB chooses to serve those needs should reflect this reality; after all, if their needs aren’t the same, the strategy shouldn’t be either.

About The Author

Lorcan Malone

Lorcan Malone is president and COO at Swiftpage (www.act.com). He has over 20 years of industry experience working with companies around the world, delivering major IT solutions for Fortune 100 organizations, implementing high-profile eGovernment initiatives, and selling and delivering large scale outsourcing and IT transformation projects. Lorcan was previously VP for Infor CRM and, prior to that, served as SVP and GM for Swiftpage’s Saleslogix software and GM at Sage CRM. Prior to joining Sage, Lorcan held a number of senior level positions at IT services company Electronic Data Systems (EDS) in Ireland and the Middle East, including Managing Director EDS Ireland and regional manager for EDS Middle East and North Africa. Lorcan was also the Chief Operating Officer of Injazat Data Systems based in Abu Dhabi. Lorcan holds a Bachelor of Science degree in computer science from University College Dublin.

Borrower Satisfaction & Digital Lending

According to the J.D. Power 2017 U.S. Primary Mortgage Origination Satisfaction Study, a total of 43% of mortgage customers indicate applying digitally in 2017, up from just 28% in 2016. However, satisfaction among customers applying online/via website has declined by 18 points year over year.

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According to that same study, trust is overwhelmingly the difference. Overall satisfaction among mortgage customers with high levels of trust in their loan representatives is 358 points higher than among those with low levels of trust. The top three elements driving that perception of trust are:

>>Representatives always calling back when promised

>>Continuity in working with a single representative throughout the process

>>Representatives proactively providing status updates

Rocket Mortgage is America’s largest mortgage lender based on Rocket Mortgage data in comparison to public data records. Rocket Mortgage is a fast, powerful and completely online way to get a mortgage for refinancing or buying a home, which was developed by Quicken Loans.

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Quicken is a household name. They had trust. They also had resources to be able to provide the transparency. This kind of loan volume doesn’t get closed because of just an amazing digital app. They had continuity and could afford to have a single representative working throughout the process. Someone was there to call back when promised. Etc. Etc. Etc.

To survive and to be able to enhance borrower customer satisfaction, brokers, loan officers, and lenders now require an intelligent loan manufacturing solution from a provider that truly understands mortgage banking and its constantly shifting mortgage process. The right digital mortgage platform helps you drastically reduce the chaos in your daily lending processes while improving communication to help you close more loans faster. This allows you to deliver an enhanced borrower experience giving you more time to do what you do best exceeding your borrowers expectations.

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In 2017, Lodasoft realized that the “Digital” solution wasn’t just in providing a rocket-like experience and incorporated intelligent loan manufacturing as away to give the mid-size lender and broker the best shot at competing with the top-25. We’ve leveled the playing field for our clients by allowing for system-driven and automated transparency and accountability that lenders of any size can afford to ensure that someone is there to call back when promised.

Lodasoft’s digital mortgage platform drastically reduces lending costs, chaos and cycle times to help you build a significantly more efficient mortgage business while providing a truly memorable borrower experience.

About The Author

Adam Batayeh

Adam Batayeh is President of Lodasoft, the mortgage industry’s leading solution to help lenders eliminate complexity and automate the manual workflow involved in the everyday loan process. With more than a decade of experience in the mortgage industry, Batayeh has held executive sales, marketing, product and strategic partnership positions with key mortgage technology providers. He is responsible for overseeing the daily operations, growth of organization, strategic partnerships and long-term strategic vision of Lodasoft. You can contact Adam at abatayeh@lodasoft.com or to find out more about Lodasoft visit website www.lodasoft.com

Bringing High-Touch To High-Tech

I’m the CEO of a software company, and I’m not afraid to admit that high-tech needs high-touch in order to deliver optimal results for lenders.

Lenders invest significant amounts of capital to transition to digital, and spend time training their employees to harness their newly acquired digital mortgage platform.

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Then software and web development teams configure technology solutions that deliver on the digital mortgage promise: simplified applying for borrowers, and streamlined processes and reduced costs for lenders. Better yet, the technology continues to improve every day. It seems like every time I walk by our development team, I see one of their computer screens displaying a new feature or customization.

Take this for example: You’re the COO of a lender. You meet with a couple mortgage software providers, pick your favorite, it develops a stellar digital mortgage platform, and you train your loan officers, processors, and underwriters on it. Job well done – well, not exactly.

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Business constantly changes—especially in today’s world, and especially in the mortgage and technology industries. Lenders need to adapt to continuously changing regulatory landscapes and borrower demands. High touch gauges arising issues and emerging trends. High tech, when coupled with high touch, allows lenders to adapt faster and more deftly than ever before.

For instance, perhaps the CFPB comes out with a new requirement for loan underwriters. Mortgage software providers can first implement functionalities for that new requirement into their products. Then, they can meet with their clients to train them on the new requirements and demonstrate how to satisfy the accompanying obligations through their digital platform.

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Another way software providers bring high-touch to high-tech is through analytics. Speaking for WebMax, we don’t just develop mortgage software and say, “Hey, good luck.” We become a part of our clients’ business. For START, our point-of-sale application, we analyze borrower behavior to see where users run into trouble or even worse, abandon the application. We leverage these insights to optimize our product, so that our clients close more loans.

Equipped with powerful digital tools, loan officers still bring high-touch to the loan officer-borrower relationship. I remember when I used to meet prospective borrowers at their homes and fill out forms at their kitchen table. While today’s loan officers might avoid those trips, they do miss out on some homemade treats.

That said, point-of-sale applications like START allow for loan officers to be more hands-on than before. Equipped with a two-way portal, loan officer and borrowers can simultaneously look at the same application and communicate. The loan officer can walk the borrower through the application, answering any questions along the way. Borrowers can get into their homes faster because when discrepancies need to be settled or additional documents need to be received, there’s no sending documents or communicating through phone, email, and in-person. It all takes place in one central location.

High-touch, combined with high-tech, provider lenders the most optimal digital mortgage platform. Moreover, it gets borrowers in their homes faster, with bigger smiles.

About The Author

Curt Tegeler

Curt Tegeler is responsible for providing direction for action to all employees and business initiatives. Tegeler’s main responsibilities include communicating and implementing the company’s vision and mission; leading, guiding, directing, and evaluating the work of executive leaders; formulating and implementing the strategic plan; forming, staffing, guiding, leading and managing WebMax; evaluating organizational success; and represents WebMax in civic and professional activities.