Bryan Bowers Email & Phone Number

Hauppauge, New York, Us

Plano, Texas, Us

Plano, Texas, Us

Increased Consumer Direct staff by 100%+ and obtained a 20% Portfolio Retention Rate.Opened new Los Colinas location, added 38 Mortgage Loan Officers and 3 VPs. Obtained branch licenses for 18 states.IMPACT: Lock volume exceeded $100M by 3rd month, with 70% vintage pull through. Increased Portfolio Retention 9% to 19%.

Lewisville, Texas, Us

- Built out a Consumer Direct Division and Drove Revenue and Portfolio Retention- Recruited, hired, and trained 50 Mortgage Loan Officers, and designed a compensation plan to drive desired behavior. - Built out marketing segmentation through database marketing, and launched Marketing campaigns from all channels (internet, outbound, direct mail, email, customer service cross sell, monthly statement, search engine optimization).IMPACT: Net Economic Contribution after all expenses went from $50K per month to a high point of $2.3M per month.Consistent for 2 years with a minimum of $1M per month. 28% Portfolio Retention - 38% Retention for FHA/VA - Exceeded $130M in fundsBranch NMLS # 892068, Stearns Company NMLS# 1854; Equal Housing Lender. Disclaimer: http://bit.ly/1ek1Sb0

- Hired and recruited purchase skilled call center Mortgage Loan Officers.- Partnered with LendingTree and their vendors to produce warm transfer purchase leads.- Retained the existing PrimeLending Portfolio by developing marketing strategies as well as segmentation and implementing outbound strategies using CRM.- Drove production through coaching and drip campaign follow up routines. - Partnered with fulfillment to insure high-turn ratios, and closings on or before close dates.

Farmers Branch, Texas, Us

Reporting directly to the President of Pacific Union and managing 12 direct reports in CA offices, and 14 in TX. Directed the overall strategy and operation of the consumer direct channel, developing objectives, policies, and plans to achieve business objectives, including growth, revenues, and appropriate risk management. • Opened 1 new office in TX and increased staff 100%. • Changed process and procedures to be compliant with regulations and guidelines. • Introduced new leads sources and marketing strategies to increase production.Profitably grew the Consumer Direct business channel while being compliant with laws and industry regulations.- Put processes in place to ensure that all business was conducted in a compliant manner and introduced back stops to inspect what was expected. - Hired talented loan officers and introduced new lead sources and marketing strategies to increase production.IMPACT: Rapidly increased production by at least 300% per production metric while originating and closing within state and federal regulations. New Loan submissions increased 300% New Lock registrations increased 421% Funding Volume increased 372%.

Accountable for portfolio retention of Wholesale, Retail and Consumer Direct; together with segmentation/marketing campaigns for Retail and Consumer Direct.Key Initiatives Include: Accepting a position which replaced two layers of management in a group experiencing numerous problems, including poor sales performance, few leads, poor loan quality, low profitability per month, and months of negative results. Immediately proceeded to develop Performance Standards at Loan Officer and Sales Manager level resulting in a staff turnover of 50%. Recruited call center Loan Officers with demonstrated abilities, and built a marketing database to create marketing segmentation/analytics to drive lead generation. Implemented marketing strategy discipline and developed vintage pull through reporting at the Loan Officer level. Also managed-out poorly performing Loan Officers, and implemented coaching strategies and discipline. Within a short time conversion increased over 100%, and the quality of loans increased. Bottom Line▪ Increased monthly net economic contribution on P&L by 1200% over the 2010 results.▪ Raised application conversion from 6.8% to 13.1%.▪ Increased vintage application to fund pull through from 40% to 55%. ▪ Maintained GPMs at 450 BPS.

Charlotte, Nc, Us

Management accountability of Loss Mitigation for FHA, VA and Non Delegated Lenders, and 930 Employees at 5 sites.Key Initiatives Included: Previously poor Loss Mitigation performance on Government loans resulted in B of A receiving a poor HUD Tier rating of 2, brought about by too many modification requests at 80,000 spread out amongst 450 reps working each step of the 4 part Government waterfall separately. To rectify this introduced a call center origination model to Servicing, and trained all Modification Representatives how to work every part of the Government waterfall. This changed the way Collections performed the modification handoff to Loss Mitigation.Bottom Line: Increased completed modifications from 1,000 to 6,000+ per month resulting in improved HUD rating of Tier 1.

Charlotte, Nc, Us

Accountable for production of $418 - $530 million in funding volume per month at GPMs of 3.13% to 3.43%. Managed 400 Loan Officers, 21 Sales Managers, and 3 senior managers. ▪ Maintained highest Lead to Fund conversion for all sites, and highest Vintage Application to Fund pull through for all sites at 65%+.▪ Successfully developed Pricing Exception Matrix which all BAC sites leveraged as a best practice.Key Initiatives Included: Assumed leadership position in Centralized Sales at Amon Carter Boulevard, a well established organization, which made showing a dramatic improvement in metrics a huge challenge due to constant staff turnover. To address the situation I developed and implemented a Pull Through Matrix, Pricing Matrix, an all-hands-on-deck strategy, established the “Amon to Please Team”, and changed the Hiring, Training and Boarding model to onboard loan officers with no previous experience. Then trained them thoroughly for 3 months.Bottom Line▪ Maintained highest GPM in Centralized Sales and highest pull through. ▪ “Amon to Please” Spirit Team was a huge success on morale and turnover; raising money/volunteer hrs in local community. ▪ Increased staff from 200 to 400 by “hiring for attitude, training for success”▪ Production and average tenure both doubled. ▪ Net Economic Contribution after expenses exceeded $14 million every month.

Responsible for a $500K per month marketing budget to drive lead generation.Key Initiatives Included: Increased application and funding performance; increasing purchase and refinance retention. Challenged to increase portfolio retention and create sales lead opportunities at all Servicing contact points I hired a VP in every Servicing Call Center, and created marketing segmentation and scripting in new cross selling system within customer service. Developed granular reporting to measure Customer Service Representative cross sell performance. Utilized technology so customers could not be serviced in automated IVR systems but serviced by a Super Team highly trained on mortgage sales, and implemented cross sale training in all new hire Customer Service Representative training.Bottom Line▪ Increased funding units by 398%.▪ Launched a purchase model that increase purchase performance by 300% versus previous methodology.▪ Generated 5,000 + applications each month and $400 to $550 million in funded volume.