Winning The Deal

By Barbara J. Perino, Inc.

A regional office of a prominent architectural firm saw value hiring an executive coach to work with the architects to help them improve on their presentation skills while in front of prospective clients. They used the tools of role playing, practicing presenting and participating in coaching sessions focusing on discovering who they were and how they could bring their skill sets, personalities and creativeness to the audience. They were able to be more confident and command a strong presence when presenting, which brought the company success in winning key bids. Mortgage participants can benefit from the same skills.

Unexpected Result Increases Sales

By Compliance Systems Inc. 

A leading southeast bank realized some unexpected benefits after implementing CSi’s compliance solution. The solution, purchased to compliantly document financial transactions and mitigate risk, also reduced transaction processing time from 15 minutes to less than five minutes. Bank employees spent less time inputting information and rendering documents, which allowed them more time with the customers generating interest in additional bank products. This improved customer interaction and resulted in a significant increase in sales at every branch.

Social Driving Brand Awareness

By NexLevel Advisors 

An innovative provider of compliance products for financial institutions was tired of being referred to as the best kept secret in the industry. NexLevel Advisors developed a new brand personality and brand positioning for the provider. Part of that strategy included social media to drive brand awareness. The provider was skeptical but proceeded with the plan. They are glad that they did: traffic increased to their website by over 300%, content from the site was being shared socially 4x more frequently and the average time spent on the site went from 1:24 minutes to an astonishing 6:15 minutes per visit.

Success Shouldn’t Cost More

By PowerLender

A lender in search of LOS technology was extremely hesitant to consider any system that did not offer a metered or per-loan pricing scenario. They believed this method of pricing was most cost effective, because it offered ‘insurance’ against a downturn in business. A closer review of ROI revealed that metered models would provide costly when lending volumes increased. The ‘open’ or subscription pricing model found in PowerLender actually lowered their lending costs on a per-loan basis, and since their business focus was to increase lending volumes, they didn’t have to pay more for their success.

Address Risk by Cutting Costs

By rjbWalzak Consulting, Inc.

A midsize servicer was deeply concerned about their costs for handling the ever-changing default management requirements. To address the issues they focused on the processes they had in place that supported these work activities. They initially developed a detailed process flow chart from the policies and procedures documents used by the staff. Next they compared the activities in the process flow with what was happening in the areas of default management. Much to their surprise, they found that many of the activities which they assumed were being done by their technology system were actually causing more work for their employees and unnecessarily increasing their costs.

Creating A Strategic Coaching Plan

By Barbara J. Perino, Inc.

A government agency wanted to improve certain leader’s communication skills, accountability and delegation abilities. From the results of a 360-Assessment, a strategic plan was created with these focuses in the forefront over a three-month timeframe. Coaching allowed structure to be created and action items to be implemented. Feedback from senior leadership was integrated into the coaching at 60-day and 90-day increments, reviewing the progress of changes. At the end of the period, another survey was conducted from all participants in the original assessment and a noticeable improvement was accomplished in designated areas. Accountability partners were identified to help these leaders continue to become better at leading.

Everyone Should Have A Voice

By Barbara J. Perino, Inc.

This mid-size company was led by a charismatic CEO who was loved by all the people and had an open door policy. They all came directly to him with challenges, issues and successes. His leadership team was really good at what they did (CFO, CIO, COO, etc.) but they didn’t connect with nor communicate clearly with staff and with each other. The CEO wanted to change the company culture to allow for more open communication, collaboration and accountability. A culture assessment survey was conducted at all levels. Based on the results of the survey and through executive coaching, the leadership team, middle management and the staff learned to work together to create openness, team building, collaboration and higher levels of success. This was a six-month process that was well worth it all around.

Improving Leadership Performance

By Barbara J. Perino, Inc.

A large bank saw the value of executive coaching for emerging leaders in a particular high profile division of the bank. A 360-Assessment customized assessment was conducted and resulted in each emerging leader having defined qualities they needed to improve on. These included delegating, time management, communication improvement, team accountability, goal setting, etc. Over a six-month period, each emerging leader was coached on improving in their particular areas of growth opportunity. At the end of six months, they improved on average 21% in adapting new ways of leading.

Analysis Improves Results

By rjbWalzak Consulting, Inc.

An independent lender in the southwest was struggling with determining if the new policies they had put into place were actually being followed by their approved brokers. Their QC programs failed to establish the overall level of conformance and the cost of reviewing each broker was prohibitive. To address this the company developed a new loan sampling program that allowed them to establish an overall rate of conformance while reviewing individual brokers at the same confidence level. Using this approach they were able to identify which brokers were in compliance, which had some problems, and which needed to be dropped from the program.