@bk 1,000 TRUE! Everything you just said right here! Every single bullet point but let me emphasize #8!
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@c5 I am in total agreement. The level of red tape is unsustainable and needs to end. Even our managers hands are tied from middle management and upper management.
No one should feel silenced any longer under the leadership of a brand new, fresh CEO who is transparent and honest enough to encourage feedback, directly from the teammates who keep showing up, every single day! LETS GO FOLKS! Speak up and put! THANK YOU, MIKE!!!
And Mike, please help with loans we are reporting to investors as “broken loans” that are far from being broken! TRM is going to shut us down! Please look BIG and HARD at the destruction they are doing to our reputation and monetary costs!
@bk 100%.
All they need is a good management team in mortgage to revamp it and be profitable again. What has this management team done:
Vertical lines which has led to no accountability for work. This creates isolated silos that cannot handle the highly interconnected, multi-departmental workflow required to close a loan successfully.
PUMP "pick up my phone," This deserves an eye roll from employees.Way to go with the corporate slogan that states the obvious. Instead of this we should focus on immediate borrowers access which would shift from a basic task to a premium service standard.
Funding role is a complete failure. The funder inherits a file they know nothing about. The closer who built the closing package already knows the file's nuances, the title company, and any special conditions, allowing them to clear funding conditions instantly. Single point of contact eliminates finger pointing.
AVIA which some people do not use.
Work flow priority tool that we are required to use daily. The metrics in the current report do not accurately reflect our actual operational output. Because the data is flawed, we lack the visibility needed to measure individual performance and establish true accountability.
Merging the direct and retail mortgage lines together in operations. Keeping them separate helps protect profit margins, and tailors the workflow to different types of borrowers.
Management only manages upward. Because the managers are desperate to look capable, they tell leadership that everything is running well which is not accurate at all. They hide bottleneck issues, capacity issues and systematic flaws even when they are brought to their attention.
Not wanting front line feedback. When teammates try to share real-time feedback or raise operational concerns, they are frequently interrupted or redirected.
If a teammate feels that way imagine how the Client must feel.
@OP guy mortgages are north of 7% volume will collapse and you will be gone soon.
There are not enough life vests for all of the other groups that are drowning.