Think You Had A Tough Monday?

November 9, 2009

You gotta love a Monday like the one we just had.

We teed up today’s events with a huge change to our networking gear over the weekend. It involved new DNS routing as well as gobs of new equipment to increase speed, redundancies and security. Solid planning by Brian Gardner, our CTO made the whole thing happen in a lot less time than we anticipated. On Saturday night I got a call that all was good – and I enjoyed a stress free weekend.

Cogent Road’s main application, Funding Suite is a very complex application that connects to a multitude of third party mortgage systems. Unfortunately, our new Cisco firewalls had a firmware update that caused unanticipated issues when these systems tried to access Funding Suite. I’m not making excuses, maybe we could have tried simulating these connections in production – you know, hindsight and all the rest – but regardless our system was not operating fully.

What followed was a blur of texting, cell phone ringtones and cars pulling into the office all at the same time. Brian was already on the phone with Cisco hounding them for an explanation when I got in. I did what any good CEO would do – I set a Costco sized bottle of Excedrin on his desk and left.

The entire situation lasted about an hour…which seemed like two weeks. Seeing an engineer poke a smiling face and exaggerated thumbs up in your office door brings with it a special kind of relief only software folks can understand.

Then all hell broke loose.

Lights Out!

No phones & no power. So how do we inform our clients?

I had just begun a joint interview (I could not make this up) about Avail with our industry’s most veteran technology editor and one of our large clients. Just as I finished an initial comment – everything went dark. And quiet. No computers, no lights, no phone. Just immediate dark silence – all at once. And it was still Monday morning.

Turns out a transformer blew in San Diego which took out a good chunk of the La Jolla area. This meant we had no power and no telephones. Every customer that called was greeted with what I would argue is the most awful greeting a customer could ever hear – a busy signal. Our software was up and running – our datacenter runs on huge back up generators. But our phones were flatlined.

It wasn’t until two hours later that the power came back up and our heart started beating again. Customers didn’t seem to mind the inconvenience – and some even shared their own similar stories. But, in the end, I’m glad to see this day end.


Avail: Automated Mortgage Qualifying

November 1, 2009

I love the software business. Each day brings a flood of new ideas – each a possible new application. We own a magic canvas upon which we can create nearly anything we can dream up. And we’re avid dreamers.

The funny thing is though, the market (especially the banking industry), tends to favor the tried and true. Why? Inertia I suppose. Companies do what they do – and get a bit itchy if you even hint at changing things up. At Cogent Road good software means applications stuffed with innovative functionality (read “stuff that never existed before”) which helps businesses get more done with fewer resources. And quite frankly this scares the crap out of our potential clients.

Case in point: Our AVAIL software. Rewind to February 2008.

My partner and I work closely with mortgage loan originators. While our Funding Suite application was designed to help these originators legitimately improve the qualifying ability of each applicant – many applicants simply could not qualify. After receiving the bad news, the applicant had nothing left but to walk out the door – without an inkling of what to do next. So about two years ago we began wondering if we could we create an application to help originators hang on to declined applicants until they eventually qualified. It was magic canvas time.

If this application was going to work it needed to generate a clear roadmap leading declined applicants to mortgage qualifying status in the shortest time possible. If not, these applicants would continue to drift about, or waste money with nefarious credit repair firms or futilely apply to other mortgage companies. By showing them the best actions to take right now, we could focus their energy – and get them qualified fast.

After burning through boxes of “scented” (my favorite!) whiteboard markers – we fleshed out a software application ultimately called Avail. It would eventually become the industry’s only automated mortgage qualifying assistant. It worked with the applicant for an entire year – providing four status reviews and updated strategies along the way. Clients used the software (in cooperation with their mortgage originator) to discover learn new behaviors that would legitimately improve the credit scores. Avail examined their credit accounts and revealed the types of questions mortgage lenders would ask about specific accounts in their credit. The software told them how to answer and what documentation they needed ready. Avail even showed the applicant how to get out from under their current credit card debt in the shortest time with the least amount of cash. It was an amazing application.

We expected huge results when we launched Avail in July, 2008. Instead what happened was, well –nothing. Did originators get it? Nope. Did they show it to declined applicants? Nope. Avail elicited some interest during demonstrations, only to be ignored in unison by our clients.

Turns out, like most new software applications, Avail simply took a while to catch on.

Flash forward. Today as a group, our clients enroll thousands of happy applicants every month into Avail. Large percentages of these initially declined applicants qualify for their new mortgage within six to nine months. In fact, we recently received a call directly from an applicant who had tracked us down simply to say thank you for building the software. Are you kidding me?

I love the software business.

BTW: Click here if you want to see a video demo of the Avail product.


Plants, Glaciers and Cogent Road Values

July 25, 2009

When my wife and I were in Alaska last month we jumped in a large canoe with eight others to paddle over to the Mendenhall Glacier. It happened to be a warm and sunny day which actually ended up working against us. On most days cooler temperatures and light rain create a smooth, glassy lake surface which paddlers easily traverse in about 25 minutes. On this day however, the warm air over the lake and the much colder air over the glacier created strong and steady winds. Huge white capped waves continually splashed ice cold water all over my already frozen paddle hand. It took us a full hour and forty minutes to eventually reach the tranquil waters in the glacier’s cove. My shoulder was tired, my hands were numb and I had to laugh thinking I had actually paid for this.Mendenhall Glacier - finally!

 The contrast between the enjoyable journey that could have been, and the one we actually experienced related in many ways to the tribulations small businesses face while moving toward their goals. When employees don’t understand the company’s values and instead perform work in ways they think best, the company creates an environment that generates opposing wind and waves. Effort is diffused, ideas are misaligned and ultimately customers pay the price in poor service.

In our first ever attempt to align everyone at the company – and get us all paddling in synch so to speak, I created a 45 day long blitz designed to teach specific departmental values, while also encouraging individual ideas and contribution. Here’s how it worked.

To keep things simple, I divided the company into three groups – and then assigned a specific value to each group.
Group A:   Those that interfaced daily with existing clients
Value:         Cultivate loyalty. (Increase our client’s motivation to remain a customer for life.)

Group B:  Those involved with marketing and selling to prospective clients
Value:        Cultivate desire.  (Increase the prospects desire to become a Cogent Road customer)

Group C:  Those involved with management, engineering or back office work.
Value:        Cultivate innovation. (Increase the ability to create better ways of doing things)

Lastly I assigned one overarching corporate value for all groups.
Value for all employees: Cultivate Excellence. (Increase our ability to become the best).

On Monday morning, June 1st we kicked off the blitz – complete with posters and a blitzed themed office decor. As employees filtered in to the office that morning they were presented with a small, newly sprouted plant in a colorful pot. Each pot was preassigned to an individual employee. On one side of the pot the label read (in the case of a customer service employee, for example) “I am cultivating loyalty”. On the other side the main corporate value, “I am cultivating excellence”. The idea for the blitz was that every employee was to “cultivate” his or her plant – the plant symbolizing their designated values. Each person had free rein to come up with any idea they wished to make the plant grow and no one would tell them what to do. The only rule was that during the week, the plants had to remain in the office. At the end of 45 days whomever had the largest, healthiest plant and also best demonstrated innovative cultivation tactics would win a very nice prize.

Cogent Roadies and their plants.

During the blitz employees could not avoid reading and re-reading their own departmental value and the overarching corporate value clearly labeled on their plants. As they thought about different ways to “cultivate” their plant, they would also be learning how to think and execute ideas on their own. They exercise encouraged self management because no one was telling them what to do or how to do it. I believed the blitz would strengthen our corporate innovation muscle. To further stimulate thinking and ideation, we offered weekly prizes to individuals that submitted department specific ideas in alignment with their values.

The results were beyond my expectations. New bonds formed as people interacted with others not normally in their sphere. One example was the customer service reps carrying plants into programmer’s offices in hopes of placing them by the window for the day. And we laughed uproariously at some of the wacky ideas people had to cultivate their plants. (FYI, washing a plant’s roots will not help in the least).

In the end, Linh, one of our tax product managers won a 40” flat screen TV with a plant many believed had to be on steroids. Quan (or “Q” as he is known around the office), came in second and won a night on the town for he and his girlfriend.

And Cogent Road won too.


Credit Proofreading: A New Referral Strategy

July 15, 2009
Credit Proofreading: A Referral Strategy

Credit Proofreading: A Referral Strategy

Although Funding Suite introduced credit proofreading tools to the mortgage industry almost two years ago – its seems that it only recently caught on. I imagine that tightening credit requirements require mortgage originators to help more and more applicants legitimately and quickly raise credit scores.

This is impossible without good credit proofreading technology. I’m happy to see a lot more originators embracing these tools and using them to offer a valuable service to their applicants.

In a recent article published in The Niche Report magazine, I wrote about a strategy to significantly increase referral business by correctly positioning credit proofreading to each and every loan applicant. By the volume of e-mail I’ve already received, it appears to be the right strategy for these challenging times.

I’ve posted a copy of the article for you here.

Good luck and please e-mail or comment here with any success stories you may have.


Outsourcing? Ok…maybe yes.

June 28, 2009

I have never been a fan of outsourcing. In fact, I was even quoted saying as much in a 2004 BusinessWeek article on the subject. While I still believe a company should never outsource “mission critical” components of their business, I recently discovered areas in our business I believed were core competencies actually were not.  And this got me thinking about outsourcing differently.

A company’s core competencies define what the business is and serve as its competitive weaponry. A business’ core competencies should remain within the business so they can be protected, managed, cultivated and enhanced. Cogent Road is a software manufacturing company – we design, build and distribute three enterprise software applications. Naturally I assumed that software coding was one of our core competencies – and thus off limits when it came to outsourcing.

Now this may be a blinding flash of the obvious to everyone else – but I only recently discovered that software coding was not among Cogent Road’s core competencies. It happened during a recent Focused 40 session in which my partner and I were unpacking Cogent Road’s competitive advantages. What was Cogent Road, what business were we in and what made us competitive?

We came up with the following list:

Our software engineering methodology. Cogent Road uses a software development model called Extreme Programming, developed by Kent Beck in 1997. Over the years we have customized the XP process for our type of work at Cogent Road. We all speak in shorthand which helps get large projects completed quickly and under budget – something not easily duplicated by competitors.

Our product ideation methodology. My partner and I have a natural ability to think abstractly – which is good and bad. While no one at the company is going to ask Alan or I to plan the company’s Christmas party (in our minds it would be great, but in reality we’d neglect to book the restaurant) – we easily come up with scores of software features that have never before existed. The result is that Cogent Road’s applications are full of beneficial tools our clients can’t get anywhere else. Again, a significant competitive advantage.

Our customer service commitment. A significant portion of our software is never even used by our clients. In order to better serve our clients, Cogent Road regularly devotes significant R&D resources to developing automation and back-end tools that route, manage and distribute customer service orders and requests. (You can see our latest example here). While it’s true spend time (never enough!) training our account managers – our service commitment transcends the individual to create an overall positive experience with our software, even if the client never contacts us. This too is difficult to duplicate.

On a side note, during this process we made the painful discovery that our sales process was not a core competency. It actually should be, but we have some work to do.

What else did we learn? Writing software code was not a core competency at Cogent Road. This meant that if we found qualified, highly competent outsourced partners – we could plug them in to specific areas of our engineering process. In the same way an architect can use any number of building contractors to assemble her blueprints, Cogent Road can use outsourced programmers.

Still, we are starting slowly with one specific highly compartmentalized project. However, so far I am very pleased with the speed and quality of the work. If the project is successful, and I have every reason to believe it will be, Cogent Road will likely incorporate more outsourced coders into the mix.

I’ll keep you posted.


Funding Suite Adds Paperless Document Delivery Options

June 20, 2009

As a credit reporting agency, Funding Suite works in tandem with our clients to verify elements of applicant’s credit files. Often written documentation is needed to perform this service. Consequently we receive several hundred individual documents for hundreds of different borrowers every day.

Funding Suite used to receive these documents via fax and e-mail. As our business grew, we recognized this highly manual process created bottlenecks in an otherwise automated process. Our processors constantly sorted through a steady stream of incoming faxes attempting to match each with the correct service order. This was a difficult and time consuming process and one prone (unfortunately) to human error. We eventually solved the problem and made document delivery easier (and less wasteful) for our customers, while creating more efficient internal process. Here’s how we did it.

Automated Fax Server: The first step was to eliminate our bank of fax machines by building our own fax server. Once this was integrated into our secure network the server digitized every Funding Suite fax and converted it to a PDF.

Indexing System: Next we used barcoding and indexing to tell Funding Suite what kind of fax it had received. Additionally it recognized the specific mortgage lender and borrower file to which it belonged.

An E-Folder for Every Borrower: Once a fax is received it is stored in an e-folder attached to the corresponding applicant file. Our clients now receive a digital copy of every document for their reference, along with the specific time it was received.

Client Side Document Delivery: We recognized that if the client already had the document in a digital format, our e-folder could actually eliminate the need for faxing altogether! Our next step was to provide our clients with three different document delivery options accessible directly from their Funding Suite application.

  • Barcoded Fax Cover Sheets: If the lender needs to send Funding Suite a document that exists in paper form, a couple mouse clicks creates a barcoded coversheet. When faxed to us, the fully indexed document appears in seconds within their applicant’s e-folder.
  • Direct Upload: If the client receives a document via e-mail – why print it just to fax it over to us? Instead, to eliminate faxing altogether, the lender can upload the document directly into the applicant’s e-folder. Funding Suite recognizes the type of document received and responds accordingly.
  • Virtual Printer: For any other document, the lender can select Funding Suite’s virtual printer to print it directly into the applicant’s e-folder. No paper is ever used.

Intelligent Routing: The final and most involved step was to write a series of algorithms to match incoming documents with the correct service order, department and processor. Consider the lender requesting two years of W2s. In this example the W2 order is placed electronically and queued up until Funding Suite receives the signed 4506 IRS form. Immediately upon placing the order a completed 4506 and barcoded coversheet is presented to the lender which can now be e-mailed to the applicant. The applicant signs the 4506 and faxes it back. Funding Suite servers read the document, match it to the pending W2 order and tee it up for the next available processor. A digital copy of the signed 4506 is also made available to the lender for their internal files. By eliminating the manual processes we significantly improved our completion speed – which in turn improves our customer service levels.

Although we won’t see a return on investment in terms of additional revenue since Funding Suite doesn’t charge for these enhancements – solving this problem provided an overall service improvement for our customers.


Thought Leadership

May 31, 2009

My partner and I were recently entangled in a lengthy discussion about thought leadership and its importance in a company’s sustained success. You can find volumes written about creating competitive advantage through leadership in products, marketing or even employees. But leadership in thought? Not so much.

Cogent Road is growing rapidly and my partner and I are extremely busy. To ensure we spend time thinking, we engage each day in what we call our “Focused Forty”. This is committed block of 40 minutes during which we sit in front of a whiteboard and discuss the future of the business. For those 40 minutes we sit atop Cogent Road’s crows nest peering through binoculars to determine which way our ship should go. If we didn’t schedule this time, we may well drift any which way the industry winds blow.

It was during a recent Focused Forty that we began harping on our competitors. Over the years we have watched our competitors copy nearly everything we do. More than a few competitors have even cut and pasted entire pages of copy from our website  into their own. (I’m talking entire pages word for word!). And they’ve copied our software innovations too. Most recently ScoreAll, an innovative idea in which all available credit scores may be purchased for a low cost with a credit report – and the highest ones added to the file.

Yet, after a short time we laughed because we realized Cogent Road had thought leadership. Rather than  creating their own futures – they are simply looking at us. Where we go – so go the rest. For them, this is easier and safer. But in the long run this management style is self defeating.

Instead of worrying about your competitors copying your latest strategy – stay focused on the future. Spend time thinking and creating innovations that will lead your business into new markets – and hence new revenue streams. Competition exists when two or more companies battle it out using the exact same products, service and strategy. Consider the airlines or the American automobile industry. This is a bloody war that leaves no victor. Instead, look ahead…where there is only endless ocean and blue sky.

Thinking like this is difficult. Acting on your ideas is harder still. But as the leader of your business, there is no more important work.


The Most Valuable Resource in Any Business

March 7, 2009

Cogent Road sells Software as a Service (SaaS) applications to the mortgage industry. This places us smack dab in the middle of one of the most violent economic storms our economy has ever endured. Over the past year the world has witnessed established, deep rooted mortgage related companies tossed about and destroyed with the violence of a tornado ripping through a mobile home park. When the dust finally settles, the mortgage landscape will be forever changed – operating in ways entirely unfamiliar.

For us at Cogent Road, the past year drove home a single point that is, without hesitation, the most important business lesson our company ever learned. Rather than simply telling you, let me illustrate the answer in the following example.

In highly stressful situations the mind absorbs data and feedback very intently. Talk to anyone involved in an automobile accident and invariably you’ll hear the same thing – the experience seemed to happen in slow motion. What actually occurs is that in times of great danger the human mind processes visual information at significantly higher speeds. So fast and with such clarity that events seem to slow down as our brains absorb nearly every detail.

Our body’s natural response to highly stressful events is one of survival. Without conscious thought our nervous systems takes command of every bodily function, sifting through a myriad of possibilities – and finally choosing a course of action with the greatest possible chance of success. And there it is. What instinctively occurs in the blink of an eye also reveals an important business truth.

In my opinion business fail for one reason – they stop trying. I’m not being trite; the business leadership simply stops thinking about they can do to change and improve. In stressful market conditions, these business succumb to fear, which is to say the literally shut down creative thought completely. That is to say the response is entirely contrary our natural inclination to stressful events. Rather than assessing possibilities, they stop thinking and choke off their very lifeblood – which if it doesn’t kill the business outright, it nonetheless leaves it crippled and weak.

My partner and I learned that in good times or bad, we must continually think about how we can grow our business. This means creating an environment which fosters knowledge sharing, crazy ideas and healthy debate. And most importantly it means taking the action you feel is best, despite anything fear may throw at you.

I know what I am saying is true – because Business Spaces, our new workflow automation system is a direct result. Cogent Road management spent countless hours thinking about how we could use existing resources to provide new solutions to the mortgage lending market. We filled up whiteboard after whiteboard with ways in which software could help mortgage lenders get more production from fewer people. We designed improvements over existing paperless solutions while incorporating ways for lenders to enhance the overall experience for their borrowers. Client response has exceeded our expectations.

While a deteriorating market environment kept screaming at us to hunker down and cut spending – we did the opposite. We assessed the market, thought through our options and realized that to grow we’d have to act on the best one.

I encourage you to do the same.


The Recovery Strategy: A Business Method for Mortgage Brokers

August 23, 2008

In November of 2007 new software – which costs nothing – was introduced to mortgage originators nationwide. I’m referring to the latest version of our Funding Suite credit management platform.
While I try to avoid mentioning our products specifically, I’m forced to in this case because without Funding Suite – and its advanced credit proofreading tools – The Recovery Strategy for mortgage originators would not even be possible.

In this post I’ll describe what the Recovery Strategy is, and why it can dramatically improve any mortgage originators’ business. In my next post, I’ll explain how you can easily implement a Recovery Strategy in your business.

Recovery is the concept of using software to “recover” initially declined applicants. Using a Recovery Strategy will qualify (recover) 15% – 20% of your initially declined applicants immediately – and the remaining applicants sometime within the next 12 months. Further, you will be able to do this without any additional cost or resources – and with very little extra work.

Phase One Recovery: Saving 15% – 20% of your initially declined applicants.
Upon the initial credit review, the loan is usually lost either because the applicant’s scores are simply too low. These low scores may disqualify the applicant altogether, or they may indicate a rate and/or terms unacceptable to the prospective borrower. Either way, you’re forced to disengage from the applicant.

An originator using the Recovery Strategy realizes that 15% to 20% of mortgage scores are actually calculated incorrectly due to credit data errors or credit usage errors. By using credit proofreading software, applicants in this category are instantly identified and then moved to a processor trained to resolve these issues immediately, which provides a new qualifying credit score within 24 to 72 hours.

It’s important to remember that these recovered applicants never left the qualifying pipeline – they were simply moved to Phase One Recovery. Through the process the applicants are positively impacted by a level of professionalism and qualifying expertise in the originator’s business that will generate additional word of mouth business. This is a very pleasant side effect of using a Recovery strategy.

Phase Two Recovery: Saving the remaining 80% of initially declined applicants.
After investing time and money to attract an applicant to your office the last thing you want to do is to disengage from any applicant – even those which can not be immediately recovered. Now you don’t have to. For the first time, software makes it possible to nurture these applicants to qualifying status over the next twelve moths without any effort on the part of the originator. Even better, this turn-key, software driven “mortgage qualifying” service can be sold to your applicants, generating a profit up front.

Instead of sending your declined applicants away, instead enroll them your own private, secured program that will educate them about mortgage qualifying and even give them a step by step plan toward better credit health. Without any effort by the originator, the client receives twelve months of ongoing education, coaching and guidance to help them achieve qualifying status. The moment they do, the system notifies the originator so that the loan process can begin.

How much additional income would you receive by qualifying an immediate 20% of your initially declined applicants? How pleased would your remaining declines be to discover you can offer them a personal credit health program to help them qualify within the next 12 months?

The Recovery Strategy is made possible only because new software has been invented to deliver it. Its free and available for originators right now. Its very easy to actually implement an effective Recovery Strategy in your mortgage business.


The Ticking Time Bomb in Mortgage Portfolios

August 9, 2008

While it’s newsworthy to note that mortgage foreclosures are hitting all time record numbers – the fact itself is nothing new. What is new is that additional foreclosures, above and beyond what banks are predicting, will likely exasperate the situation. The reason is that every mortgage loan portfolio contains an as yet undetected ticking time bomb, a risk factor so significant that two percent of loans could have additional foreclosure risk. Ironically, this risk was never even considered when deciding to fund the mortgage loan in the first place.

The risk I’m referring to is the so called Authorized User account, a ridiculous legacy based credit reporting methodology that allows a borrower’s credit score to be calculated using someone else’s payment history. Saying it another way, a bank grants a mortgage to a borrower whose credit report contains the tradelines and payment records of other people. While this would seem incredulous, its common mortgage lending practice.

Authorized user accounts occur when a credit card account holder asks for a credit card to give to someone else. This practice makes sense as its quite common for one to give their spouse or child a card. But what doesn’t make sense is the way in which these new cards (called “authorized user” accounts) are reported by the credit bureaus.

To illustrate this lunacy further, let me share an actual example.  I’ve had an American Express card since 1990, I charge a good amount on it every month and have always paid on time. My credit report reflects this account, which seasoning and payment record boost my credit score. Years after I opened this account I got married and requested an American Express card for my wife. Although she has no income and does not pay for this credit account, her credit file now contains a tradeline that reflects a credit card opened since 1990 with excellent payment history; basically an exact copy of my credit history with American Express shows up on her credit report. And her credit score gets the same exact boost as mine does – even though she is not the one responsible for this card.

Maybe your initial response is that it doesn’t matter because she is my wife, or that it’s not a big deal because if we apply for a mortgage loan we’re looked at as a couple. Well, you’re not alone in your thinking because when I’ve discussed this with banks they express the same idea. But the logic is fatally flawed and these authorized user accounts create a very big problem. Allow me one more example – this one fictitious, yet illustrative nonetheless.

Let’s assume my wife and I are applying jointly for a mortgage loan. Let’s also assume my wife is the authorized user on several of my accounts, each with a good payment history. However, in this example let’s also assume I have some derogatory accounts, maybe even a bankruptcy. Now the bank, knowing we are applying jointly, decide to approve the mortgage based my wife’s good credit. (This too is common mortgage lending practice). However, what has the bank actually done? Since my wife’s credit is based on authorized user accounts she actually has no real credit of her own – but what she does have is a “subset” of my credit – just the good stuff. What really happened is the bank gave a go decision based entirely on my few good tradelines, while completely disregarding all the derogatory history. It’s unlikely the bank would have made this loan if they understood how the authorized user accounts were masking true credit risk.

Cogent Road has spent the past year researching this phenomenon – and I’ll share some rather alarming data points.

  1. More than 3 out of 10 people  have authorized user accounts in the credit files
  2. 2 out of 100 people have a credit score raised by more than 10% because of someone else’s credit. This means that someone whose actual credit history should reflect a 648 credit score, would instead produce a 720 score for lenders.
  3. Most shocking of all: 1 out of 200 people actually would have no score if you discard the authorized user accounts. In these cases banks are approving mortgage loans for people with absolutely no credit history at all.

Today’s mortgage portfolios must be screened to asses which loans were approved based on credit scores elevated by authorized user accounts. These loans should then be routed to a call center that can regularly monitor the borrower’s ability to pay during this foreclosure crisis. More importantly, every new loan should be screened to detect how much influence authorized user accounts have on the credit score. Depending on the results, some applications (regardless of a high credit score) should be declined altogether – while others would be sidelined for review prior to approval.

The good news is that new technologies can help banks do this immediately.