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MortgagePoint » Your Trusted Source for Mortgage Banking and Servicing News 20 December 2025 C O V E R S T O R Y over; they re-route using frameworks that already account for change. It's agility with discipline. Q: What tools or innovations has AREMCO implemented to enhance efficiency, transparency, and compliance in preservation operations? KANE: We built our operations around what we call "Clarity by Design." Every task and dollar is traceable from field to finance. Our proprietary com- mand dashboard consolidates photo evidence, SLAs, bids, invoices, and com- pliance triggers in one view. It integrates directly with client systems like MSP, VendorScape, and Pruvan, eliminating redundant reporting. The result? Re- al-time visibility, automatic audit trails, and fewer surprises for servicers and investors. It's transparency that pays you back literally. Q: Field service vendors are the backbone of preservation work. How does AREMCO ensure consistency, accountability, and communication across such a broad and distributed vendor base? KANE: We treat vendors as extensions of our brand and not just contractors. Each one operates under a scorecard system that measures timeliness, photo accuracy, bid variance, and quality audits. Those metrics feed weekly dash- boards reviewed jointly with our vendor partners. We also assign single-point-of- contact field managers who speak both the servicer's and contractor's language to reduce confusion and escalation. Accountability isn't about policing; it's about partnership and precision. Q: Maintaining quality and compliance while moving quickly is a constant balancing act. What strategies or controls does AREMCO use to mitigate risk without slowing down operations? KANE: We embed "risk checkpoints" directly into the workflow rather than layering them on after the fact. For example, line-item bid validation happens automatically at submission, and photo packages are QC-flagged before they ever hit the client's portal. That front-end intelligence allows us to prevent errors instead of fixing them later. It's not more process; it's a smarter process that keeps compliance intact and timelines tight. Q: How do you cultivate a culture of adaptability and continuous improvement within your team? KANE: We hire operators, not specta- tors. Everyone from our analysts to our construction leads understands that change is part of the job description. AREMCO runs an internal framework we call the "Performance Evolution Model," which blends analytics reviews, after-action audits, and micro-training bursts. It turns lessons learned into mea- surable enhancements every quarter. Improvement isn't a one-time workshop. It's built into how we work. Q: AREMCO recently joined the Property Preservation Executive Forum. How do partnerships like that strengthen your ability to anticipate industry trends and align with best practices? KANE: Partnerships like the Property Preservation Forum give us more than a seat at the table; they give us a pulse on what's coming next. It's where regulatory shifts, investor priorities, and field-level realities meet. We use that platform to both contribute and benchmark, sharing operational data trends, best practices, and lessons from multi-state portfolios. The feedback loop helps us adjust faster and shape solutions that raise the bar for the entire sector. Q: How have your clients' needs evolved as economic and regulatory pressures shift, and how is AREMCO responding to maintain trust and performance under pressure? KANE: Clients are demanding two things: visibility and validation. They want to know not only that work was done, but that it was done right, at the right cost, and aligned with investor policy. We've answered with deeper financial forensics and more transparent "We treat vendors as extensions of our brand and not just contractors. Each one operates under a scorecard system that measures timeliness, photo accuracy, bid variance, and quality audits." —Clellan Kane, SVP, Asset Services, AREMCO