Bob Mansur, Cmb, Amp Email & Phone Number

United States

Fort Wayne, Indiana, United States

My responsibility is to increase our teammates' ability to have comfortable conversations about members' (customers') financial wellness, using credit as an appropriate element of that success. Through training, coaching, and other developmental methods, I work with 3Rivers lenders to raise their game in fulfilling our members' financial needs.

Tulsa, Oklahoma, United States

CEPS solves the human challenges of change in strategy, productivity, technology, process and other areas. We help adjust employee behavior to increase productivity and reduce risk in the credit industry so company leaders can sleep peacefully. We do this by assessing, recommending, and implementing the six critical elements affecting employee performance to take advantage of current and future opportunities. Our firm offers clients a personal, tailored service to elevate the people we touch and to deliver the results we promise. NO prepackaged training programs. NO preconcieved notions. Only what specifically benefits you and your team. Bob.Mansur@CreditEPS.com

As the leader of ServiceMac's Homeowner Assistance Fund (HAF) program, I helped financially distressed residential property owners continue coming home to their spouse, raising their kids, or enjoying retirement in their homes rather than living in their cars, on someone's couch, or on the streets. I supervised the work of a team dedicated to facilitating federally allocated funds for these customers. My team and I performed that responsibility by automating routine tasks, developing processes and procedures, and cultivating relationships with state housing finance agencies. By engineering the addition of two India-based individuals, I helped our team reduce a four-month backlog of work that existed when I started in this position.

Remote In Tulsa, Ok

In this position, I exercised my talents as a performance analyst, instructional designer, coach, and online webinar facilitator for sales employee development. I designed, developed, and facilitated learning experiences addressing loan origination technologies, product knowledge, and sales skills. Bottom line: I designed and delivered effective and appealing performance improvement experiences for loan originators to help more consumers achieve the dream of homeownership.

Tulsa, Oklahoma Area

I solved employee productivity problems by analyzing performance and implementing solutions specific to our mortgage processes and outcomes. -- Customer Service Representatives had to transfer almost half of the calls they received regarding customer's escrow accounts, interrupting Escrow Department team members' workflow, thereby slowing tax and insurance transactions. Causes of the problem: CSRs had little knowledge of escrow, and no system by which to measure the number or frequency of call transfers. Providing the Customer Service Department with job aids and scripts reduced the number of transfers by 36% within one month and 61% within six months as measured by phone technology.-- Newly hired Retail Division team members faced long learning curves of trial and error to reach efficiency with the company's loan origination system. Designed and installed an on-demand eLearning program that helped them more quickly achieve management's expectations for speed and accuracy with the software.-- The Loan Servicing Division's annualized employee turnover exceeded 46%. After installing a leadership development program and providing coaching to managers and supervisors, that rate fell to 33% in one year with additional reductions in the next three years.-- Administrative staff and a large percentage of the Loan Servicing Division's team operated with little knowledge of a mortgage loan's life cycle and how their performance played a role in it. Designed classroom training and an eLearning program that connected the dots to give their jobs more relevance to the company's vision and mission.-- The company needed a point person to start a summer intern program. The goals were to address small, lingering projects and to establish a source of potential future team members. In four years, 15 interns worked under my mentorship to complete 14 project assignments. Three of these interns returned as full-time employees.

Columbus, Oh

Chase's mortgage servicing division needed a dynamic group facilitator and experienced performance analyst for internal clients. The company transferred me into this role based on my knowledge of the mortgage industry and the relationship management skills I demonstrated in my prior role. -- New leadership determined the executive office customer contact center needed process and knowledge improvement to operate successfully, I documented more precise processes, communicated them to all leaders in the center, and coached them for implementation. My work and leadership's reinforcement increased employee's productivity in the number of resolved customer contacts by 14% and improved the quality of the team's response 10% as measured against management's revised standards.-- Chase created a new business unit in response to findings of neglect in abiding with the Servicemembers Civil Relief Act. The team's new processes required research and coding to remediate thousands of accounts. I designed and facilitated training that cut by two-thirds the coding error rate to provide active members and veterans of the military with their SCRA benefits.

Columbus, Oh

In 2010 the US Treasury Department opened the Hardest Hit Fund to provide payment relief for distressed homeowners in 18 states. Chase recruited me to create and manage a new business unit dedicated to acquiring those funds.Starting from scratch, I hired staff, created processes, and contributed to a standard data transfer model for the industry, resulting in our unit collecting $30M in payments and preventing 3300 foreclosures.My relationships with state and federal government agencies earned positive recognition to establish Chase as one of the most active and successful companies managing the HHF program for customers' benefit.

The mortgage industry implosion forced mortgage loan servicers to build new processes based on the Making Home Affordable legislation. Aurora hired me to lead a team of loss mitigation specialists who traveled to conduct local, face-to-face interviews with customers and underwrote loan modifications. We executed the company’s borrower outreach efforts in concert with the US Treasury, the GSEs, and the Hope Now Foundation.The company's average time for loan workout decisions when the MHA programs were started was averaging 123 days. Within four months of my hire, our unit's average time to approve qualified modifications was reduced to 65 days.At the beginning of our efforts, borrower participation in local outreach events represented only 2.5% of the homeowners we invited by mail to meet with us. By implementing a phone follow-up notification prgoram, we increase borrower attendance to 6.4% of invited customers.

Designed courseware and facilitated state-mandated classes covering regulations, products and processes.-- Educated mortgage sales professionals to pass state licensing examinations 94% of the time.

Transitioned to this role to bring seasoned leadership to subpar regional office when NovaStar purchased my previous employer. Managed sales, operations, and marketing in this P&L center with 16 loan officers and 2 sales managers.-- Led the team to a 400% increase in production in four months.

Mba

Activities and Societies: Beta Gamma Sigma International Honor Society

Bachelor'S Degree