The “SECRET” to Southeast Mortgage’s Success
Over the years, many have asked me why Southeast Mortgage of Georgia, Inc.,
SEM, continues to book one great year after another even during recessions. The other question I am asked frequently is
how SEM avoided many of the issues that closed the doors of larger and older
companies.
My response - SEM had limited exposure to buy backs due to its
practices and was prepared for downturns with a scalable structure. Nobody can perfectly predict the amplitude of
a cycle you can only prepare for a range.
As everyone knows, the past recession was unique and created significant
dislocations in the Georgia Mortgage Industry.
SEM’s foundation was developed from the ground up without input from
other lenders within the mortgage industry.
SEM systems and sales strategies were derived from historic best
practices based on proven sales methodology, acceptable credit practices, and
treating every client the way we would want to be treated.
Me and my team are not anti-social we simply did not know anyone in the
industry outside of the vendors we used to execute our model. Most of our time during the long 20 hour days
was focused on perfecting product
delivery and enhancing client experience with little fan fair from our two acre
- 12,000 square foot complex at Club Drive in Atlanta, Georgia.
While many companies advertised on the radio and TV with snappy
promises and fancy jingles, SEM focused on how to consistently deliver a 7-Day
close (8-Day now - Frank Dodd) and maintain fast competent service on a
scalable basis. Many mortgage companies
boast about dollars originated while SEM focuses on the sales team’s
competency, product fit based on client needs, and the client’s experience at
the closing table.
Southeast Mortgage’s Core
Strengths:
Ø
SEM has a great team of dedicated people who
mutually respect each other’s skill sets and understands the company will keep
its promise to provide a safe, non-threatening work environment, with the
ability to grow their career and family’s security. This Trust and Commitment to a common goal is
why many at SEM have worked together for 20+ years.
Ø
SEM has significant depth and experience in its
management ranks and production management team with a singular focus on
creating great client experiences.
Ø
SEM monitors relevant economic and industry data
6 months out while adapting strategy and sequencing resources to maximize on
projected market dislocations and opportunity.
Every employee deserves a good
hire. They rely on the company to
determine the fit which is part science and part art. SEM does not just fill open positions. SEM views hiring differently. We balance each employee’s strengths and
weaknesses to mesh with the needs of production and the people around
them. A good mesh will create a team
outcome better than the single employee’s input.
Executive and Senior Management
at SEM has a vast experience in Banking and Mortgage origination with
significant expertise in disciplines not found in most mortgage companies. Over the past 25+ years, our proficiency in commercial
& consumer underwriting, management engineering, and large group management
has been invaluable. This vast experience
provides a unique view of the mortgage market and an accurate compass to steer
SEM. After you navigate a few economic
cycles and pay attention, you can interpret market data into a map of sorts that
will provide the timing and resource management needed. SEM follows the map painted by the data. Once the map is interpreted SEM sequences
strategies to maximize market opportunity and profitability.
SEM Operations is scalable with
significant redundancy within leadership and production employees. Operation’s has a tertiary backup plan in
place to create just in time capability.
SEM remains efficient if volumes slow by redirecting resources to other
areas and great service by quickly increasing through put by bringing in
contingent resources within SEM to maintain the 8-Day close.
Risk and Poor Mortgage Loan
Originator practices are a Mortgage company’s Achilles heel. Many think the more loans closed the
better. The reality is more production
is not better unless it is created with practices that mitigate risk, complies
with acceptable security creating practices, and meets the transactional opportunity
cost set forth in your strategic plan.
Focusing on only closing more loans will expedite the end to most mortgage
businesses over time. Inefficiencies in
business are always common sized with time.
If it costs $2.00 to produce a loan, selling it for $1.99 has an end
over time based on the strength of the balance sheet.
Sales and Operations are viewed
as equally important as SEM. Mutual
respect between the two functions is maintained by Executive Management at
SEM. Healthy discussion and problem
solving is good; however, bullying or unreasonable pushing is unproductive and
not tolerated at SEM. Closing loans is
important; however, harmony and respect within the company ensures the team
stays together while improving efficiency and profitability. If you have a Mortgage Loan Originator that argues
about every transaction and draws 4-5 people into the issue, you just lost
significant capacity and the time it takes your team to recover from the
bullying. The recent financial crisis
removed most of the grey area in credit discussions; therefore, latitude is
limited.
Maintaining an “Arm’s Length”
transaction is required to create a mortgage security with low risk. Throughout SEM, sales and operations are
separate with compliance monitoring the grey area. This structure provides a very low loss ratio
for SEM and great admiration from the GSEs, Banks, Investors, and our Shareholders. Using an “Arm’s Length” model is standard in
all financial service industries and why this key discipline has been ignored
by some in the Mortgage industry baffles me.
If you can profit from the sale you should not have a hand in its underwriting,
AU, or processing. Fully evolved direct
lenders are reminded of this fact at each annual review and audit by GSEs, Banks,
and Investors. SEM concluded centralized
AU improves the (approval/total submission) ratio. In addition, the practice lowers risk to pair
outs - loan deficiencies and reduces cost per loan closed.
SEM believes a company is only
as good as its employees mesh and interact as a team. The compliment of strengths and weaknesses
within the team while sharing a common goal allows everyone to achieve more
together. Supporting this belief system
must be a company that cares about its employees and truly wants to see each of
them exceed their career aspirations. SEM
takes a fiduciary approach to its team and has never laid off an employee in
its history. In the past recession, SEM
maintained and even grew its team for the pending recovery while going beyond written
employment agreements by “making it right for the employee”. Making it right means we paid beyond what we
were obligated to in order to ensure our team and their families were taken
care of.
The key to Southeast Mortgage’s success? We focus on business fundamentals, take care
of our employees, and stay focused on core products that are sustainable
throughout the cycles. SEM does not
chase “hot” products or products that help sell more mortgages. SEM focuses on the right fit for the client
based on thier needs. Our client’s trust us to
take care of their family thus they refer their friends and family to Southeast Mortgage creating
sustained organic growth.
By: Cal Haupt
President and Chief Executive
Officer
Southeast Mortgage of Georgia, Inc.
Background: Cal Haupt Graduated in the top echelon of his Georgia Institute of
Technology class and is a formally trained commercial underwriter, consumer
underwriter, and management engineer.
Banking Career encompassed: Commercial Underwriting, Commercial
Lending, Consumer Lending, Mortgage Lending, System Wide Bank Operations
Management, Series 6 & 63 Securities Sales, Retail Banking, and Bank Management
to 3.3 billion in assets.
