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MortgagePoint ยป Your Trusted Source for Mortgage Banking and Servicing News 46 May 2025 F E A T U R E happen quickly and smoothly. Bor- rowers have come to demand seam- less digital experiences. Upgrading client-facing portals with user-friend- ly interfaces, real-time updates, and secure document uploads is already helping the top lenders to meet those rising expectations reducing calls and emails for status updates. If You're Not Agile, You Won't be Successful T here's no question that an effective workflow means the difference between smooth scaling and opera- tional chaos. During a market rebound, lenders must adapt their workflows to be scalable, flexible, and robust. For example, top lenders have al- ready begun centralizing key functions, such as underwriting and quality assur- ance. A centralized approach ensures consistency, reduces redundancies, and allows teams to scale operations without losing control over quality. Lenders have also already been im- plementing intelligent queue manage- ment, which ensures that resources are allocated efficiently. Files are prioritized based on readiness, borrower timelines or regulatory deadlines, reducing bottle- necks, and optimizing workflow. Your Tech Is Only as Good as Your Team Y ou've heard the old saying "Garbage in. Garbage out." I've found over the course of my career that this is 100% true. While technology and workflow are vital, the human element remains irreplaceable. Recruiting, retaining, and empowering a talented team is essential for maintaining service quality during a surge in volume. You can invest in the shiniest, most highly touted system or app, but if your team is not prepared to use it optimally (or at all, in some cases), you have just wasted your investment and time. It all starts with the recruiting and hiring process. Waiting for a full rebound before hiring will ensure that you are slow out of the blocks when that upswing does finally happen. How often have you heard something along the lines of "We'd love to implement a new LOS, but we're too busy taking and servicing orders." Top lenders, in con- trast, are building candidate pipelines in advance. They focus on recruiting individuals with skills in key areas such as underwriting, processing and sales, ensuring they can ramp up quickly as demand increases. How many people you have on your team may be important, but are they op- erating at top efficiency? Staff cross-train- ing creates a versatile workforce capable of stepping into different roles as needed. For example, a loan processor who under- stands underwriting can step in tempo- rarily to handle increased file volumes during peak periods. It's also critical to ensure the team members you've worked so hard to recruit, hire, and train not only want to stick around, but to develop into your next generation of leadership as well. A strong company culture attracts top talent and keeps teams motivated during busy times. Leaders are fostering environments where LOs feel supported through mentorship programs, ongoing training, and accessible resources. We've all seen it: an engaged employee is more productive and committed to delivering exceptional service. With that in mind, offering clear pathways for advancement ensures employees view their roles as long-term investments. This reduces turnover during critical periods of growth and creates a well-trained workforce capable of scaling with the company. How many examples have we all seen of mortgage businesses that churn through team members, only to find their operating costs skyrocketing with the constant expenditure of time and cost to find new employees? In my experience, it's a theme that's been a little too common in the mortgage universe. A Lean Operation Doesn't Necessarily Mean "Short-Staffed" L ean operations reduce waste and improve efficiency, but in a strate- gically effective operational model that relies on sustainability, it also requires teams to have the tools and authority to make decisions. Successful lenders seek out and eliminate unnecessary steps and redun- dancies in their processes. For instance, digitizing manual workflows and con- solidating platforms reduces the friction that can slow down production. Some firms also have yet to learn how to get out of their own way. Rigid hierarchies slow down decision-making adding time and, eventually, cost to your operation. By giving employees clear guidelines and the authority to resolve common issues, lenders improve responsiveness and reduce delays. For example, allowing underwriters to approve exceptions within predefined parameters speeds up approvals without sacrificing oversight. Finally, feedback from frontline staff helps identify pain points in workflows and refine processes in real time. We can't fix something if we don't know what's really broken. It all starts with the recruiting and hiring process. Waiting for a full rebound before hiring will ensure that you are slow out of the blocks when that upswing does finally happen.