Robert Agostini Wci SE FLBusiness Model

Business Plan Proposal
WCI Mortgage
Year 2005 Q4 – 2010
Developed by Robert Agostini
900 Tyler St
Hollywood, Fl 33019
954-646-1129
M1ba@msn.com
1
Copyright 2005, all rights reserved. This information may not be copied or transmitted in any
form without explicit written permission from Robert Agostini, 900 Tyler st, Hollywood, Fl
33019, email m1ba@msn.com

Southeast Florida Region
Please Select a County
There are currently 60731 listings in Southeast Florida Region
1. Broward County (16521)
2. Hendry County (32)
3. Indian River County (202)
4. Martin County (3071)
5. Miami-Dade County (17910)
6. Monroe County (78)
7. Okeechobee County (289)
8. Other (1047)
9. Palm Beach County (16657)
10. St. Lucie County (4924)
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EXAMPLE PLAN FOR BROWARD COUNTY
Broward County Florida
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Broward
County
Population estimates for 2005, 1.79m people, estimates for 2010, 2.4m people
Broward County has 30 cities and municipalities
Broward County is home to the United States 8th fastest growing city, Miramar
Median price of a home in Broward County is $378,000

The National Association of Realtors online magazine, “Realtor Magazine Online”
states:
“Fla.: Home Sales Reach Nearly $600M in Broward
(March 11, 2005) -- Sales of previously owned homes in Broward County closed last
month at $599.5 million—8 percent more than in January and more than 30 percent
more than in February 2004, according to the REALTOR® Association of Greater Fort
Lauderdale.
The average price of a single-family unit in the county was up 16 percent to $390,498,
while the median price spiked up 30 percent to $306,000. The average condominium
price, meanwhile, jumped by a third from year-earlier levels. The latest gain reflects the
eighth time in 12 months that the average condo price has reached a new milestone.
The sales volume for both types of properties is roughly even—with 1,014 condos or
townhouses changing hands in February compared to 1,017 single-family units.”
A July 27, 2005 article in the Broward County SunSentinal Newspaper states:
“In Broward, the median home price rose to $378,000, or $85,700
higher than a year ago.”
If 75% of the home buyers acquire homes in Broward County with
financing and the median price of a home is $378,000 multiplied by
75% of the average inventory of previously owned homes, (2,000
units X’s 75%), then there is an average of more than $500m in
mortgages in this category.
If 1,000 homeowners refinance each month at an average loan
amount of $150k, (median value is $378k) that is another $150m in
monthly mortgage volume.
Add new home sales and Broward County is producing a very robust
mortgage volume each month north of about $750m each month, or
roughly $9+ billion in annual mortgage origination.
Broward County has a 2005 population of 1,790,000 with and estimated
population of 2.4m in 2010 with Ft. Lauderdale being it’s largest city with 10% of
that population in 2005 at 179,000. Broward county also has the 8th fastest
growing city in the U.S., according to the national Association of Realtors, which
is Miramar with a population of 105,000 people.
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Broward County has 30 cities and municipalities, as follows:
Coconut Creek, Florida
Coconut Creek is located in Broward County and is known as the "Butterfly Capital of
the World"
Population: 43,566 (US Census 2000).
Cooper City, Florida
Cooper City is located in southwest Broward County just north of Pembroke Pines, south
of Davie and west of Hollywood. Cooper City, referred to as "Someplace Special",
features a strong sense of community, numerous parks and recreational facilities and top-rated
schools.
Coral Springs, Florida
Coral Springs is located in northwestern Broward County with top-rated schools, numerous parks
and recreation facilities and programs, arts and plenty of shopping choices.
Dania/Dania Beach, Florida
Dania is located in Broward County just south of the Fort Lauderdale International
Airport. Dania was the first city in Broward County starting as a settlement in the 1880's
of Danish residents who changed the name to Dania.
Davie, Florida
Davie is located in western Broward County. Davie is a diverse community with a family oriented,
hometown spirit. Much of Davie is rural with a western and equestrian feel yet it is surrounded by
the conveniences of the city. Davie offers numerous parks with miles of trails as well as
outstanding higher educational opportunities.
Deerfield / Deerfield Beach, Florida
Deerfield Beach is an oceanfront community located in Broward County north of Fort Lauderdale.
The name Deerfield was chosen because of the many deer that came to graze along the
Hillsboro River.
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Fort Lauderdale, Florida
Fort Lauderdale is located in Broward County on the east coast of Florida. The City got it's name
from Major William Lauderdale who built the first fort at the rivers mouth in 1838 during the
Seminole Indian wars. Fort Lauderdale was incorporated in 1911 with only 175 residents.
Hallandale & Hallandale Beach, Florida
Hallandale is located in south Broward County.
Hillsboro Beach, Florida
Hillsboro Beach is located in Broward County
Hollywood, Florida
Hollywood is located in south Broward County
Inverrary, Florida
NA
Lauderdale Lakes , Florida
Lauderdale Lakes is located in southeastern Broward County.
Lauderdale-by-the-Sea, Florida
Lauderdale-by-the-Sea is located on a barrier island in central Broward County
Lauderhill, Florida
Lauderhill is located in Broward County northwest of Fort Lauderdale.
Lazy Lake, Florida
Lazy Lake is a village located in Broward County north of Fort Lauderdale
Population: 38 (US Census 2000
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Lighthouse Point, Florida
Lighthouse Point is a small town located along the waterfront in Broward County between
Deerfield and Pompano Beach. Many of the homes in this attractive town are located on the
water.
Margate, Florida
Margate is located in Broward County.
Miramar, Florida
Miramar is located in Broward County.
North Lauderdale, Florida
North Lauderdale is located in Broward County.
Oakland Park, Florida
Oakland Park is located in Broward County.
Parkland, Florida
Parkland is located in Broward County.
Pembroke Park, Florida
Pembroke Park is located in Broward County.
Pembroke Pines, Florida
Pembroke Pines is located in Broward County.
Plantation, Florida
Plantation is located in Broward County.
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Pompano Beach, Florida
Pompano Beach is located in Broward County.
Sea Ranch Lakes, Florida
Sea Ranch Lakes is located in Broward County.
Sunrise, Florida
Sunrise is located in Broward County.
Tamarac, Florida
Tamarac is located in Broward County.
Weston, Florida
Weston is located in Broward County.
Wilton Manors, Florida
Wilton Manors is located in Broward County.
The following are the 12 fastest growing Broward County municipalities, by
ranking: (new population growth from 2005 to 2010)
2005 - 2010
1. Ft. Lauderdale + 19,900 in new residents from 2005 to 2010
2. Miramar + 17,400 “8th fastest growing city in the U.S. per the NAR”
3. Parkland + 16,300
4. Sunrise + 14,400
5. Davie + 12,248
6. Pompano Beach + 10,600
7. Hollywood + 9,100
8. Pembroke Pines + 7,400
9. Plantation + 6,500
10. Coral Springs + 4,700
11. Dania Beach + 4,600
12. Weston + 4,400
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In keeping with the vision of “success through County origination saturation”, using a
“Hub and Spoke” branching system, and after reviewing the previous data along with the
demographic charts that follows I propose the following:
Include Boca,
although it is not
part of Broward
County
HUB
Broward
County
Weston &
Miramar
Yellow circles
indicates
satellites
Large circles
indicates
Largest growth
areas
HUB in sunrise
There are 9 yellow satellite branches, however this can be consolidated for P&L reasons.
The HUB and satellites should cover the top 10 best of the 30 cities and municipalities at the same time reaching
out into the other 20 areas.
In a sales team approach I would focus in further, area wise, with a sales team to saturate targeted area’s, this can
be done by zip code assignments per LO or other boundaries that they are responsible for, (they can sell anywhere
respectful to other territory assignments), with the LO’s goal of being the number one visible originator in his/her
assigned area.
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Plan
Overview
The strength of WCI Mortgage’s relationship with Prudential, WCI Builders and being a
strong publicly traded company gives WCI Mortgage a great advantage in the mortgage
marketplace. People buy name brands!
However from a business to business selling relationship it could be the case that just the
opposite might be true, that some perceive this incredible relationship as a disadvantage
or “fear” because:
1. As with most realtors, they are very independent and prefer to use
mortgage originators that they “want” to use rather than using the
mortgage originators that they are “suggested” to use.
2. Mortgage originators might feel quailed by other realtors because they
work for WCI/Prudential and might be biased in some way.
3. Mortgage originators could feel that they are locked into staying at the
Prudential office, even if they are not in an “income producing time”
period just to “show” commitment to the Prudential office.
4. The originator might think that, “well I have enough business just from
Prudential offices and WCI homes I don’t need to do anymore”.
These “myths” are wrong perceptions on the part of the mortgage originators which bleed
over into the business to business selling community. Originators who are “trapped” in
this mindset are not in control of their business and are costing themselves thousands of
dollars in income as well as costing the company, most likely millions of dollars in lost
revenue and market share.
First to break this incorrect mindset the opposite of number one above pretty much wipes
out all of the other “perceived” weakness’ of the originator. The opposite of number on is:
If the realtor is using a loan originator who is NOT a WCI originator then
they are obviously OK with, or are fine with the fact that this non-
Prudential or WCI mortgage originator is not in the office all of the time.
If this realtor is using a non-Prudential originator then that realtor knows
that his/her originator is closing loans from other real estate offices also.
If WCI Mortgage has a 17% capture rate from in-house Prudential realtors
then 83% of the rest of the business is going to originators who do not
have these fears.
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Key Point

The key is to shift the mindset of the originator. This comes through:
1. Proper structure
2. Weekly coaching
3. Class training
4. Field training
5. Goal profiling, (instead of trying to recruit the model originator
for the real estate agents, create a profile of the optimum
originator and coach that originator into that profile)
6. Following a leadership example model, teaching management
how to lead by example.
7. Installing a “train the trainer” program which is training the
managers how to:
a. Lead
b. Coach
c. Manage
d. Train
e. Troubleshoot
f. Recruit
g. Show originators how to properly set, achieve and
monitor goals
8. Targeting key performance area’s such as:
a. Time management, (income producing time vs. non-income
producing time, this alone can double
production)
b. Conversion ratio’s
c. Selling skills
d. Proper prospecting
e. Ratio of an originators personal business plan or target
goals, for the year, month, week and day vs. the real
time actual performance.
f. Production efficiency
g. Pull through ratio’s
h. Prospect pipeline management through a retention
program
i. Internal and external client ratio’s
9. Canceling “misconceptions” with proper “conceptions”.
10. Understanding how too create a large amount of self generated
leads and prospects.
11. Understanding how to properly establish field relationships
using the T.E.A.M program, (2 training modules included in
this business plan).
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I would think that WCI wants mortgage’s from in-house and external referrals attaining
an ever increasing market share. With this in mind, and with the strong robust
relationships that WCI has with it’s building division and Prudential, WCI’s mortgage
originators should market themselves as the Realtor and Builder specialists for all
Realtors and Builders!
BOA, Wells Fargo, National City, Wachovia, etc are Banks, they have a zillion lines of
business, bank accounts, stock divisions, CD’s, investments, consumer loans, enormous
overhead etc, they have way too many business lines to be the “focused” specialist
compared to WCI Mortgage not chasing all these “rabbits”, that’s all we do, specialize
Realtor and Builder Mortgage’s!
Mortgage brokers have too many business lines as well, most are small to medium
companies that might have to charge the client more money because they don’t have the
volume to support their company, they are chasing every refinance they can beat out of
the bushes, they have to deal with higher employee turnover, they get a lot of
inexperienced loan officers, etc, brokers are chasing a lot of rabbits just to survive.
In contrast, the statement from a WCI Mortgage originator should be, “at WCI Mortgage,
we specialize in Realtors and Builders, that’s it, focused only on you! WCI Mortgage IS
the realtor and builders mortgage company!
Unfortunately most mortgage originators don’t understand their business, they think if
they understand an “option ARM”, have the lowest rate and know how to fill out a 1003
for someone with a 790 credit score then they are doing their job, wrong!
Originators need to understand that people do business with people on a relationship
basis. All relationships are at least two parties and EACH party has to bring something to
the relationship. The realtor brings the client and the originator brings the solutions, (the
originator brings clients too, but that is latter), not just rate. Someone might say “my
customers don’t need solutions, they have 810 scores and they just want a lower rate”, if
a loan originator doesn’t ask the right questions then that statement would be right,
because the originator doesn’t even know that solutions are needed and settles on an
option ARM and loses the company real revenue.
A side note; when I talk about earning revenue I DO NOT ever believe in taking
advantage of the client or charging exurbanite fees, however the originator should always
sell the right product and not just the lowest rate.
Every mortgage originator needs to understand that people do not buy things
intellectually they buy things emotionally, this applies to mortgages as well. Most
mortgage questions from a client are intellectually based however as you’ll see there is an
emotional element involved. That’s why people buy a house or things that they mostly
cannot afford. With this in mind, EVERY mortgage originator needs to ask questions that
get into the emotional side of the decision process, the clients who what when where and
whys!
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They do this by asking the client, “let me ask you, besides the obvious of rate and closing
costs, what’s important about a mortgage to you?”, most clients don’t even know what
you mean when you ask this question. First, hardly anyone else, if anyone at all, will ever
ask this question, this will start setting the originator apart from the rest of the pact, their
professionalism extends much further at this point.
Then you go on to say, “well what’s important about this mortgage to you? are you going
stay in the house for a short period of time, will this be the last house you ever buy, are
you going to use the equity that builds up for your retirement, kids education, move up
into a larger home, downsize? What’s important about this mortgage to you?”.
This now brings you and the client to a slightly different place than just a 1.95% option
ARM that earns no money or hardly any SRP, and filling out a 1003. If the client says
that they are only going to be in the house for two years max and they are making more
money now than ever and are in a very secure job, then maybe the option ARM is the
way to go, (because of the two year max stay combined with a rate adjustment period that
might not get too high), however if they talk about using the equity for things like
retirement, kids education, they’ll only be in the house for 5 years, or we plan on staying
in the house forever and leaving the house to the kids when we pass on, then you have
the right opportunity to get them into the right product such as a 5/1 ARM, 30 year fixed
and show them how to pay it off earlier with making an extra payment each year, buy the
way, if you make your first payment 30 days after you close instead of waiting for when
the first payment is actually due, which is in the second month after you close, you can
pay a 30 year mortgage off in 19.5 years, a 15 year mortgage off in 11.5 years, just by
making that first payment early and every payment 30 days thereafter, not only will it pay
the house off quicker but it will keep their mortgage credit immaculate.
Now that you have their attention, and you are talking about things that concern their
future you can then talk about the benefits of buying down their rate. The benefits are
uncovered simply with math, you show them how much it will cost at closing and
compare it to how much they will save each month with a lower rate and then look at the
breakeven point and let the customer decide based on the math that you both just did.
By intellectually bringing your client into the emotional side of their biggest monthly
obligation you concrete your relationship with them, it puts you up several notches with
your realtor or builder, makes your realtor/builder look like they have a great team, gets
you several referrals, any new homes that your client purchase’s, stops the rate shopping
as well as stops the revenue loss that the originator and company experiences from just
trying to sell the lowest rate. I guarantee you no one ever talked with them about their
mortgage in this way, it really shows you are a professional and care, they love you,
they’ll never use anyone else, the rate issue…gone!
If you went back over the past 12 months and went through all the “I’ve got to have a
lower rate or I will lose this prospect” loans that LO’s have closed and you were able to
make a half or a full point more, and a little more SRP because it’s more than an option
ARM, how much more revenue would that have created? By doing the right professional
job, how many more referrals would you have received? By going through all of this and
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your realtor/builder seeing that you know what you are talking about, how much would
your capture rate increase?
Please, this is not the only way to increase your in-house realtor referral capture rate,
there are many more ways to do that, but when you are a rock solid professional with
their clients, you are locking up your relationship with them.
There are dozens of ways to increase the in-house realtor capture rate, outside market
share and profitability. I have training programs on these.
Establishing a Greater Market Presence (a general example)
The first phase in establishing a robust presence and market share is a demographic
study. By studying the Broward County demographics and In keeping with a market
saturation vision through the HUB and spoke satellite office system through desk rental
agreements, joint ventures, satellite offices and simply being the best mortgage
originators in the field. (Countrywide in Dade County produces $100m per month in
loan closings using this method).
A market saturation approach to greater market share is a very methodical approach
with proper sales force structure, assignment and accountability.
Utilizing the demographic studies through years 2010 and 2025 it is suggested as follows:
1. Establish a HUB office in the Sunrise area.
Staff count; 7 LO’s, 1 processor & 1 admin to start. Add 2nd processor as
volume increases.
2. In looking at figure 4 on page 11, and especially with Miramar taking the
growth lead, and being the 8th fastest growing city in the U.S. I would suggest
opening our first satellite office in Miramar with outreaches into Weston,
Hollywood, Pembroke Pines Cooper City and Davie.
Staff count; 4 LO’s & 1 admin, Add as volume builds.
3. I would then suggest opening the next satellite office in the northwest part of
the county which would serve the other fast growing area’s of Parkland, Coral
Springs, down to Tamarack, over to Pompano Beach and up to Deerfield and
Boca Raton. I would include Boca Raton in the Broward area due to its
borderless joining of Parkland and Deerfield. There is nothing much north of
Boca Raton until Delray which is really the start of the Pam Beach population
density area.
Staff count; 4 LO’s & 1 admin, Add as volume builds.
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4. At this point I would suggest following the office locations located on the map
on page 8. These locations coincide with the Broward County demographic
studies.
Staff count; 2 - 4 LO’s in each branch except for the higher growth cities as
indicated in map on page 8 which should be 4 – 6 LO’s & 1 admin. Add as
volume builds.
Growth, Goals and Numbers
With Broward Counties 6 major growth areas (Ft. Laud, Miramar, Sunrise, Davie,
Pembroke Pines. Coral Springs/Parkland), 4 steady growth areas ( Hollywood, Plantation,
Pompano Beach, Deerfield Beach/Boca Raton ), and 20 smaller cities and municipalities
I believe the following would be an approximation of volume.
By the end of 2010 a staff of 6 originators in each one of 6 the major and a staff of 4
originators in the 5 steady growth areas along with 14 other originators to service the
other 20 cities and municipalities, or 70 originators in all.
Of course there would be a mix of talent and success in this group. With the following I
believe we would build up to $80m - $100m per month
by 2010.
10 LO’s at $500k per mo $5m monthly
12 LO’s at $750k per mo $9m monthly
14 LO’s at $1.25m per mo $17.5m monthly
10 LO’s at $1.5m per mo $15m monthly
7 LO’s at $2m per mo $14m monthly
7 LO’s at $2.5m per mo $17.5m monthly
70 LO’s $111,000,000 monthly in Broward County
With proper training and
successful momentum originator
volume can increase from the
lower tier of $750k and below.
Each originator can and should
achieve an annual volume of
$18m or higher. The goal would
be to get the majority of
originators at this level and
higher.
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Estimated Monthly Closing Volume Years 2005 - 2010
Staff
As with any team you will be as good as your leadership, staff, training and
accountability programs. My strategy in team selection would be as follows:
Sales
Recruiting: I do not believe n the body count hiring method, I believe in the
80/20 rule that states 80% of your production is done by 20% of
the workforce. Therefore I would only be recruiting from the 20%
category. I am only interested in recruiting professional originators
who have established relationships in their respective markets.
Broward County has a tremendously large mortgage workforce to
choose from with a lot of successful loan originators. Recruiting
these top producers is achievable regardless of the challenge. Lets
face it money is NOT reason people stay at a company for, we all
know that support, personal attention, training, mentoring, career
advancement opportunities, getting along with co-workers,
personal input into decisions etc are some of the other reasons why
people stay at or leave companies.
With this in mind a recruiting campaign would be installed
through, networking, some ads, personal in the field warm and
cold call recruitment etc. This would be effective combined with
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2005 2006 2007 2008 2009 2010
Monthly
$100m
$75m
$50m
$25m
$5m
Of course these numbers can be achieved sooner if staffing is moderately accelerated,
however this can only be done only with the right originators who can produce the proper
volume and ROI.

things such as confidential group dinner presentations at fine
establishments, a drip mail campaign to these top producers etc.
As well I have a good knowledge of and relationships with many
mortgage originators in Broward County.
My target group of originators would be those who already have
field relationships with realtors, builders, developers etc. I would
also target the professionally trained such as those from
Homebanc, WFHM, BOA etc as well as subprime professionals.
Interviewing is key. Everyone is at their best on their “first date”
and many managers make the mistake of hiring someone based on
a good first meeting. I believe 3 interviews, if possible, is best with
those you are unfamiliar with, at different times of the day,
including one very early time and one after hours time to see if
they are committed to their full workday.
Sales Training
Training is a key that can make or break a team. Vince Lombardi
started out every training camp with the basics, “This is a
football!”.
There are a lot of originators that can double and triple their
income and production with the proper training and mentoring
program.
I believe in the “don’t give a person a fish, teach them how to fish
theory”.
My motto is, “I will not only teach you how to be successful, but I
will show you how”. I am a very hands on, in the field manager.
Rolling up my sleeves working with originators showing them how
to increase their leads, sales and production along with proper file
submissions.
I start with in-house class time and then in field training time. I
believe in accountability for a person’s time. I have a phrase,
“accountability prevents failure!”. This is very true, if a person is
accountable for their time then they will be more obligated to make
that time count and shine.
I do not do this for top producers, they know what they are doing, I
will offer help to streamline and increase their production.
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I believe in coaching. I sit down with every employee and map out
a plan in a coaching session, followed by weekly recaps of
progress and adjustments. This is one of the main things that
creates loyalty and keeps the workforce at our company so that
they won’t be recruited away.
I have provided several training programs that I have come up with
and teach in this business plan.
Operations
This is obviously a MAJOROLY important part of any mortgage
operation. As with sales, I only want those operations people who
are top twenty percenters.
I have run operation teams that were in the same office and I have
had centralized operations. You would think that a centralized
operations program is most effective. It can be, but, for some
strange reason originators like it much better when the operations,
or at least the processors are in their same office. To me it really
doesn’t matter, I think centralized is more efficient from a
management position but at the end of the day on site processing
seems to give originators more peace of mind.
Operations Training
Training is especially important in operations. Sure you don’t need
as much as with the sales force however you don’t want to take for
granted that they know everything. One key element in operations
training is faster turn around and more streamlined efficient
function without jeopardizing accuracy or overlooking things that
could be detrimental in a file.
You can’t have a sales force out there selling efficiency and a
backroom that cannot fulfill the expectations.
Originating Loans
There are numerous ways to originate mortgages. I have included
in this business plan, several approaches to sales. The bottom line
is relationship building in the field.
I can show any originator how to earn $250k or more, just by
having four internal clients. There are two types of clients. internal
and external. The internal clients are realtors, builders, centers of
influence etc, these people referrer you the external clients, your
applicants.
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If an originator has just four internal clients referring just four
closable loans per months, that would be sixteen units closed per
month and this originator is making over $250k per year on a
conservative commission structure. He/she is also closing more
than $30m per year in production and that figure will only increase
with time. What kind of income and volume would this person be
doing if they had five internal accounts, or six or eight?
I cover this in depth in a training section I have included in this
plan called “The numbers don’t lie”.
I teach an originator how to get these internal accounts through a
training program I developed called “The T.E.A.M. program”. This
is a program that anyone can work and it shows anyone how to
establish these accounts out in the field. T.E.A.M. stand for Team,
Effort And Maintenance because that is what is required, building
a team, which takes effort and the key ingredient, maintenance.
I have included a copy of The T.E.A.M. program in this business
plan.
The sub-prime market is also another awesome market that will
never go away and bring some balance to production. I have
several high volume lead generating programs,(none of which is
paying for leads, telemarketing or internet), that creates a
tremendous return when worked properly.
I have over 50 lead generating programs and techniques to teach
loan originators.
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The following pages lists additional demographic studies for Broward
County.
23

Population By County
Census 2000
Population
Change
from 1990
Percent
Change
FLORIDA 15,982,378 3,044,452 23.5
Alachua County 217,955 36,359 20.0
Baker County 22,259 3,773 20.4
Bay County 148,217 21,223 16.7
Bradford County 26,088 3,573 15.9
Brevard County 476,230 77,252 19.4
Broward County 1,623,018 367,530 29.3
Calhoun County 13,017 2,006 18.2
Charlotte County 141,627 30,652 27.6
Citrus County 118,085 24,570 26.3
Clay County 140,814 34,828 32.9
Collier County 251,377 99,278 65.3
Columbia County 56,513 13,900 32.6
DeSoto County 32,209 8,344 35.0
Dixie County 13,827 3,242 30.6
Duval County 778,879 105,908 15.7
Escambia County 294,410 31,612 12.0
Flagler County 49,832 21,131 73.6
Franklin County 11,057 2,090 23.3
Gadsden County 45,087 3,982 9.7
Gilchrist County 14,437 4,770 49.3
Glades County 10,576 2,985 39.3
Gulf County 13,332 1,828 15.9
Hamilton County 13,327 2,397 21.9
Hardee County 26,938 7,439 38.2
Hendry County 36,210 10,437 40.5
Hernando County 130,802 29,687 29.4
Highlands County 87,366 18,934 27.7
Hillsborough County 998,948 164,894 19.8
Holmes County 18,564 2,786 17.7
Indian River County 112,947 22,739 25.2
Jackson County 46,755 5,380 13.0
Jefferson County 12,902 1,606 14.2
Lafayette County 7,022 1,444 25.9
Lake County 210,528 58,424 38.4
39

Lee County 440,888 105,775 31.6
Leon County 239,452 46,959 24.4
Levy County 34,450 8,527 32.9
Liberty County 7,021 1,452 26.1
Madison County 18,733 2,164 13.1
Manatee County 264,002 52,295 24.7
Marion County 258,916 64,083 32.9
Martin County 126,731 25,831 25.6
Miami-Dade County 2,253,362 316,268 16.3
Monroe County 79,589 1,565 2.0
Nassau County 57,663 13,722 31.2
Okaloosa County 170,498 26,722 18.6
Okeechobee County 35,910 6,283 21.2
Orange County 896,344 218,853 32.3
Osceola County 172,493 64,765 60.1
Palm Beach County 1,131,184 267,666 31.0
Pasco County 344,765 63,634 22.6
Pinellas County 921,482 69,823 8.2
Polk County 483,924 78,542 19.4
Putnam County 70,423 5,353 8.2
St. Johns County 123,135 39,306 46.9
St. Lucie County 192,695 42,524 28.3
Santa Rosa County 117,743 36,135 44.3
Sarasota County 325,957 48,181 17.3
Seminole County 365,196 77,667 27.0
Sumter County 53,345 21,768 68.9
Suwannee County 34,844 8,064 30.1
Taylor County 19,256 2,145 12.5
Union County 13,442 3,190 31.1
Volusia County 443,343 72,631 19.6
Wakulla County 22,863 8,661 61.0
Walton County 40,601 12,841 46.3
Washington County 20,973 4,054 24.0
SOURCE: U.S. Bureau of the Census
40

South Florida counties bulging with new arrivals
By Ron Word
THE ASSOCIATED PRESS
Growth spurts in Broward, Miami-Dade and Palm Beach counties in South
Florida accounted for 27 percent of Florida's growth in the past four years,
according to figures released today by the U.S. Census Bureau.
"Florida is a fast-growing state," said John Cordrey, senior vice president
of research at The Beacon Council, Miami-Dade County's economic development
arm. He attributes much of the growth to baby boomers looking for a place to
retire.
"You see a tremendous construction boom going on in these three counties,"
he said. "It's a phenomenon that you think would slow down, but there isn't
any evidence at this point that it is slowing."
Broward County experienced the largest numerical growth in Florida for the
years 2000-2003, adding 108,329 new residents, according to Census figures.
Its estimated July 3, 2003, population was 1,731,347, a 6.7-percent increase
in those four years.
Miami-Dade County was second, adding 87,805 new residents in the same
period, followed by Palm Beach County's 85,058. The Census Bureau estimated
Miami-Dade County had 2,341,167 residents July 1, 2003, an increase of 6.7
percent from 2000. Palm Beach County's population was put at 1,216,282 in
2003, a 7.5-percent increase from 2000.
For the same four-year period, the state added 1,036,690 residents,
according to Census figures through July 1, 2003, increasing 6.5 percent
since 2000.
Two Florida coastal cities were among the 10 fastest-growing cities in the
nation. Port St. Lucie in southeastern Florida was No. 8, Cape Coral in
Southwestern Florida was 10th.
Indian River County
41

Cities & Localities in Indian River County, Florida
Citrus Ridge Roseland Vero Beach
Fellsmere Sebastian Wabasso
Indian River Shores Tropic Winter Beach
Indian River
1980: 59,896
1990: 90,208
2004: 124,114
2010(p): 139,116
2015(p): 151,464
(p) Denotes Projected Population
Florida
9,746,961
12,938,071
16,999,181
19,397,414
21,000,845
Migration
(2003)
In-Migration 12,485
Out-Migration 7,169
Net-Migration 5,316
Indian River County has 9 cities and towns
42

Citrus Ridge, Florida
Indian River County
Population: 12,015 (US Census 2000)
Fellsmere, Florida
Indian River County
Indian River Shores, Florida
Indian River County
Roseland, Florida
Indian River County
Sebastian, Florida
Indian River County
Tropic, Florida
Indian River County
Vero Beach, Florida
Indian River County
Wabasso, Florida
Indian River County
Winter Beach, Florida
Indian River County
43

Overview for Indian River County, FL
Part of: Vero Beach FL, Metropolitan Area
Indian River County is one of 67 counties in Florida. It has 503.2 sq.
miles in land area and a population density of 246.6 per square mile. In
the last three decades of the 1900s its population grew by 213.8%. On
the 2000 census form, 98.8% of the population reported only one race,
with 8.2% of these reporting African-American. The population of this
county is 6.5% Hispanic (of any race). The average household size is
2.25 persons compared to an average family size of 2.72 persons.
In 2004 retail trade was the largest of 20 major sectors. It had an average
wage per job of $23,020. Per capita income grew by 17.6% between
1993 and 2003 (adjusted for inflation).
People & Income Overview
(By Place of Residence) Value
Rank
in
State
Industry Overview (2004)
(By Place of Work) Value
Rank
in
State
Population (2004) 124,114 33 Covered Employment 45,154 28
Growth (%) since 1990 37.6% 32 Avg wage per job $31,954 16
Households (2000) 49,137 32 Manufacturing - % all jobs in County 4.6% 35
Labor Force (persons) (2004) 56,240 31 Avg wage per job $34,171 39
Unemployment Rate (2004) 6.6 2 Transportation & Warehousing - % all jobs
in County 1.5% 35
Per Capita Personal Income
(2003) $39,953 5 Avg wage per job $40,594 24
Median Household Income (2002) $39,615 19 Health Care, Social Assist. - % all jobs in
County 15.6% 7
Poverty Rate (2002) 10.0 55 Avg wage per job $39,007 9
H.S. Diploma or More - % of Adults
25+ (2000) 81.6 23 Finance and Insurance - % all jobs in
County 3.3% 20
Bachelor's Deg. or More - % of
Adults 25+ (2000) 23.1 15 Avg wage per job $55,854 10
St. Lucie County Florida
44

St. Lucie County, Florida
The 2004 population of St. Lucie County was estimated at 226,216. This
represents a 34.8 percent increase from 1994.
St. Lucie County Statistics At A Glance
Population
2000 Census .......... 192,695
2005 Estimates ...... 214,143
2010 Estimates ...... 314,000
2000 Average Age ..........42 Yrs.
Population
45

St. Lucie
1980: 87,182
1990: 150,171
2004: 226,816
2010(p): 246,991
2015(p): 271,271
Florida
9,746,961
12,938,071
16,999,181
19,397,414
21,000,845
Migration
(2003)
In-Migration 13,675
Out-Migration 8,516
Net-Migration 5,159
St. Lucie County has 10 cities and towns
Cities and towns
Incorporated
· Fort Pierce
· Port St. Lucie
· St. Lucie
Unincorporated
· Fort Pierce North
· Fort Pierce South
· Hutchinson Island South
· Indian River Estates
· Lakewood Park
· Port St. Lucie-River Park
· White City
Overview for St. Lucie County, FL
Part of: Port St. Lucie-Fort Pierce FL, Metropolitan Area
46

St. Lucie County is one of 67 counties in Florida. It has 572.4 sq.
miles in land area and a population density of 396.3 per square
mile. In the last three decades of the 1900s its population grew by
279.1%. On the 2000 census form, 98.2% of the population
reported only one race, with 15.4% of these reporting African-
American. The population of this county is 8.2% Hispanic (of any
race). The average household size is 2.47 persons compared to
an average family size of 2.89 persons.
In 2004 retail trade was the largest of 20 major sectors. It had an
average wage per job of $24,460. Per capita income grew by
11.0% between 1993 and 2003 (adjusted for inflation).
People & Income
Overview
(By Place of Residence)
Value
Rank
in
State
Rank
in
State
Households (2000) 76,933 22 Manufacturing - % all jobs in
County 4.6% 35
Labor Force (persons)
(2004) 101,946 23 Avg wage per job $34,261 37
Unemployment Rate (2004) 6.2 5 Transportation & Warehousing - %
all jobs in County 0.5% 55
(2003) $23,051 35 Avg wage per job $57,971 4
Median Household Income
(2002) $35,990 26 Health Care, Social Assist. - % all
jobs in County 13.2% 18
H.S. Diploma or More - % of
Adults 25+ (2000) 77.7 34 Finance and Insurance - % all jobs
in County 4.1% 14
Bachelor's Deg. or More - %
of Adults 25+ (2000) 15.1 34 Avg wage per job $38,567 36
47

Fort Pierce-Port St. Lucie, FL
Print-Friendly Version
HOUSEHOLD INCOME
Because incomes fluctuate greatly in the ten years between counts, the Census
cannot provide us with income trends. Rather, it takes a snapshot of income levels
and depicts a general picture of income rise, fall and change.
Household Income, 2000 (1999 Income)
Percent of Total
Number Households
Total Households 132,282 100.00%
Less than $9,999 10,475 7.92%
$10,000 - $14,999 8,930 6.75%
$15,000 - $24,999 19,759 14.94%
$25,000 - $34,999 20,016 15.13%
$35,000 - $49,999 23,912 18.08%
$50,000 - $74,999 24,615 18.61%
$75,000 - $99,999 10,892 8.23%
$100,000 - $149,999 7,843 5.93%
$150,000 - $199,999 2,545 1.92%
$200,000 and above 3,295 2.49%
48

Fort Pierce-Port St. Lucie, FL
POPULATION GROWTH
One of the primary purposes of the U.S. Census is to measure population
distribution and change. Although the nation as a whole has continued to
expand, growth has been far from uniform. Between 1990 and 2000, 684 of the
nation's 3142 counties reported a population loss, many of these in the Great
Plains states. At the same time, five counties (three in Colorado and two in
Georgia) more than doubled their population, and another 80 counties
experienced growth rates greater than 50 percent. Altogether, 1109 of the
nation's counties reported growth that exceeded the national growth rate of
approximately 13 percent between 1990 and 2000. For more information on
population growth in the United States, see our rankings.
Population, 1960-2000
1960 1970 1980 1990 2000
Total 56,226 78,871 151,196 251,071 319,426
Change 22,645 72,325 99,875 68,355
Percent Change 40.27% 91.70% 66.06% 27.23%
49

Martin County, Florida
Cities and towns
Incorporated
· Town of Jupiter Island
· Town of Ocean Breeze Park
· Town of Sewall's Point
· City of Stuart
Unincorporated
· Hobe Sound
· Indiantown
· Jensen Beach
· North River Shores
· Palm City
· Port Salerno
· Rio
50
Population
Martin
1980: 64,014
1990: 100,900
2004: 137,956
2010(p): 153,550
2015(p): 166,640
Florida
9,746,961
12,938,071
16,999,181
19,397,414
21,000,845
Migration
2003)
In-Migration 13,363
Out-Migration 8,615
Net-Migration 4,748

The 10 Cities and Municipalities of Martin County
Hobe Sound, Florida
Martin County
Hutchinson Beach, Florida
Saint Lucie County
Indiantown, Florida
Martin County
Jensen Beach, Florida
Martin County
Jupiter Island, Florida
Martin County
Ocean Breeze Park, Florida
Martin County
Palm City, Florida
Martin County
Port Salerno, Florida
Martin County
Sewall's Point, Florida
Martin County
Stuart, Florida
Martin County
51

Overview for Martin County, FL
Part of: Port St. Lucie-Fort Pierce FL, Metropolitan Area
Martin County is one of 67 counties in Florida. It has 555.6 sq. miles in
land area and a population density of 248.3 per square mile. In the last
three decades of the 1900s its population grew by 352.0%. On the 2000
census form, 98.9% of the population reported only one race, with 5.3%
of these reporting African-American. The population of this county is 7.5%
Hispanic (of any race). The average household size is 2.23 persons
compared to an average family size of 2.71 persons.
In 2004 retail trade was the largest of 20 major sectors. It had an average
wage per job of $24,916. Per capita income grew by 9.0% between 1993
and 2003 (adjusted for inflation).
People & Income Overview
(By Place of Residence) Value
Rank
in
State
Rank
in
State
Households (2000) 55,288 28 Manufacturing - % all jobs in County 5.7% 26
Labor Force (persons) (2004) 63,400 28 Avg wage per job $40,328 19
Unemployment Rate (2004) 4.8 26 Transportation & Warehousing - % all jobs
in County 1.7% 27
(2003) $42,248 2 Avg wage per job $40,066 30
Median Household Income (2002) $43,692 6 Health Care, Social Assist. - % all jobs in
County 13.6% 15
H.S. Diploma or More - % of Adults
25+ (2000) 85.3 11 Finance and Insurance - % all jobs in
County 3.3% 20
Bachelor's Deg. or More - % of
Adults 25+ (2000) 26.3 8 Avg wage per job $57,720 8
52

Martin County
HOUSEHOLD INCOME
Because incomes fluctuate greatly in the ten years between counts, the Census
cannot provide us with income trends. Rather, it takes a snapshot of income levels
and depicts a general picture of income rise, fall and change.
Household Income, 2000 (1999 Income)
Percent of Total
Number Households
Total Households 55,379 100.00%
Less than $9,999 3,515 6.35%
$10,000 - $14,999 3,552 6.41%
$15,000 - $24,999 7,817 14.12%
$25,000 - $34,999 7,530 13.60%
$35,000 - $49,999 9,176 16.57%
$50,000 - $74,999 10,004 18.06%
$75,000 - $99,999 5,314 9.60%
$100,000 - $149,999 4,554 8.22%
$150,000 - $199,999 1,547 2.79%
$200,000 and above 2,370 4.28%
53

Martin County
POPULATION GROWTH
One of the primary purposes of the U.S. Census is to measure population distribution
and change. Although the nation as a whole has continued to expand, growth has
been far from uniform. Between 1990 and 2000, 684 of the nation's 3142 counties
reported a population loss, many of these in the Great Plains states. At the same
time, five counties (three in Colorado and two in Georgia) more than doubled their
population, and another 80 counties experienced growth rates greater than 50
percent. Altogether, 1109 of the nation's counties reported growth that exceeded the
national growth rate of approximately 13 percent between 1990 and 2000. For more
information on population growth in the United States, see our rankings.
Population, 1960-2000
1960 1970 1980 1990 2000
Total 16,932 28,035 64,014 100,900 126,731
Change 11,103 35,979 36,886 25,831
Percent Change 65.57% 128.34% 57.62% 25.60%
54

Palm Beach County Florida
Palm Beach
1980: 576,758
1990: 863,503
2004: 1,243,230
2010(p): 1,402,259
2015(p): 1,534,543
Florida
9,746,961
12,938,071
16,999,181
19,397,414
21,000,845
Migration
(2003)
In-Migration 73,889
Out-Migration 57,068
Net-Migration 16,821
55

Cities & Localities in Palm Beach County, Florida
Atlantis Highland Beach Pahokee
Belle Glade Hypoluxo Palm Beach
Boca Raton Juno Beach Palm Beach Gardens
Boynton Beach Jupiter Palm Beach Shores
Briny Breezes Jupiter Inle t Palm Springs
Bryant Lake Clarke Shores Riviera Beach
Cloud Lake Lake Park Royal Palm Beach
Delray Beach Lake Worth South Bay
Glen Ridge Lantana South Palm Beach
Golf Loxahatchee Tequesta
Golfview Manalapan Wellington
Greenacres Mangonia Park West Palm Beach
Gulf Stream North Palm Beach
Haverhill Ocean Ridge
Palm beach has 40 cities and towns
Atlantis, Florida
Palm Beach County
Belle Glade, Florida
Palm Beach County
Boca Raton, Florida
Palm Beach County
Boynton Beach, Florida
Palm Beach County
Briny Breezes, Florida
Palm Beach County
Bryant, Florida
Palm Beach County
56

Cloud Lake, Florida
Palm Beach County
Delray Beach, Florida
Palm Beach County
Glen Ridge, Florida
Palm Beach County
Golf, Florida
Palm Beach County
Golfview, Florida
Palm Beach County
Greenacres, Florida
Palm Beach County
Gulf Stream, Florida
Palm Beach County
Haverhill, Florida
Palm Beach County
Highland Beach, Florida
Palm Beach County
Hypoluxo, Florida
Palm Beach County
Juno Beach, Florida
Palm Beach County
57

Jupiter, Florida
Palm Beach County
Jupiter Inlet, Florida
Palm Beach County
Lake Clarke Shores, Florida
Palm Beach County
Lake Park, Florida
Palm Beach County
Lake Worth, Florida
Palm Beach County
Lantana, Florida
Palm Beach County
Loxahatchee, Florida
Palm Beach County
Manalapan, Florida
Palm Beach County
Mangonia Park, Florida
Palm Beach County
North Palm Beach
NA
58

Ocean Ridge, Florida
Palm Beach County
Pahokee, Florida
Palm Beach County
Palm Beach, Florida
Palm Beach County
Palm Beach Gardens, Florida
Palm Beach County
Population: 35,058 (US Census 2000
Palm Beach Shores, Florida
Palm Beach County
Palm Springs, Florida
Palm Beach County
Riviera Beach, Florida
Palm Beach County
Royal Palm Beach, Florida
Palm Beach County
South Bay, Florida
Palm Beach County
South Palm Beach, Florida
Palm Beach County
Tequesta, Florida
Palm Beach County
59

Wellington, Florida
Palm Beach County
West Palm Beach, Florida
Palm Beach County
60

Miami-Dade County
Cities & Localities in Miami-Dade County, Florida
Aventura Islandia Olympia Heights
Bal Harbour Kendall Opa Locka
Bay Harbor Islands Key Biscayne Perrine
Brickell Leisure City Pinecrest
Biscayne Park Ludlam Princeton
Carl Fisher Medley Quail Heights
Carol City Miami Seybold
Coconut Grove Miami Beach Snapper Creek
Coral Gables Miami Gardens South Beach
El Portal Miami Lakes South Miami
Florida City Miami Shores Sunny Isles Beach
Golden Beach Miami Springs Sunset
Goulds Normandy Surfside
Hialeah North Bay Village Sweetwater
Hialeah Gardens North Miami Uleta
Homestead North Miami Beach Virginia Gardens
Indian Creek Ojus West Miami
61

The following pages are training programs I developed and would use
to train our teams. These are not all of the programs that I have.
The following pages are Copyrighted 2005, all rights reserved. This information may not be copied or transmitted
in any form without the owners explicit written permission from Robert Agostini, 900 Tyler st, Hollywood, Fl
33019, email m1ba@msn.com
62

Module 1
What is a successful Loan Originator?
63

What is a successful loan originator?
To be successful you have to know what successful looks like.
A painter has a vision in their mind of what they are going to paint.
An architect who creates a magnificent structure started off with an idea of
what it should look like when it is completed.
The builder follows the blueprints as he builds the structure.
A plane has to follow a charted course to get to its destination.
To be successful in business we must do the same.
The adage: “By default, We ____ ___ _____when we _____ ___ _______” is
absolutely 100% true!
Let’s start off by creating the vision of success.
What is success?
“Success is_________________________________________________!”
Earl Nightingale
64

Describe a successful Loan Originator?
What categories of goals should a successful loan originator have?
The 15 goal categories of a loan originator.
1. ___________________________________________________________
2. ___________________________________________________________
3. ___________________________________________________________
4. ___________________________________________________________
5. ___________________________________________________________
6. ___________________________________________________________
7.___________________________________________________________
8. ___________________________________________________________
9. ___________________________________________________________
10.___________________________________________________________
11.___________________________________________________________
12.___________________________________________________________
13.___________________________________________________________
14.___________________________________________________________
15.___________________________________________________________
65

Where does the successful Loan Originator get their leads from?
How many leads are they getting per day, week, month?
How many applications are they taking per day?
What is their conversion ratio?
How many loans are they closing per month?
What kind of income are they earning?
Are they waiting for opportunities and leads?
Are they waiting on their company to provide them phone leads?
How many hours per day are they working?
66

Is there workday and time management efficient?
What kind of loan files are they turning in?
Do they have to compromise and cross lines to be successful?
Are they in the top 20% or average?
Can you see yourself as a highly paid successful Loan Originator?
Per HMDA reporting the top producing loan originators closed
$76m in the 1st quarter of 2004! That is 10 loans closing every Mon – Fri!
The 10th placed person closed
$65m! In 1 quarter!
80/20 Rule
67

100% Rule
_______%
_______%
_______%
Win by a nose; get 100% of the prize!
A study was done on horse racing in regards to the time it took to run the
track in relationship to horse’s average winnings.
It was discovered that the horse that had a time that averaged just 10% better
than the next horse, won 10 times the amount of prize money than the
average next place finisher.
If you win by just a nose you win _______% of the prize money!
68

You are an____________________!
You don’t work FOR _____________ Mortgage!
You work for ___________________ and with a SUPPORTING TEAM at
________________ Mortgage!
For _______________ Mortgage to be successful,
________ have to be successful!
Not only are YOU investing in yourself but _____________ Mortgage is
investing in YOU!
This is YOUR business! YOU have the keys!
Make YOURSELF successful with the help and support of
_____________Mortgage!
"The quality of a person's life is in direct proportion to their commitment to
excellence, regardless of their chosen field of endeavor." Vince Lombardi
69

"Some of us will do our jobs well and some will not, but we will be judged by
only one thing-the result." Vine Lombardi
What have your results been???
Are you committed???
Are you doing everything you can to be the best Loan Originator in you
market???
The basics!
Each year Vince Lombardi would start his football training camp with the
basics!
Knowing the basics gives you __________________
Knowledge gives you _______________
Confidence in knowledge makes you a ______________
A _______________ is at the highest level of achievement and success!
With Knowledge and confidence, you are that master!
70

Recap of a successful loan originator
1. We have to know what a successful loan originator looks like. We need
that vision and then build a plan and establish goals to construct us into
that successful loan originator.
2. If we fail to plan, then by default we plan to fail!
3. Success is the step by step achievement of a worthwhile goal.
4. I need to address the 15 categories of a loan originator daily.
5. I need to be in the top 20% of company production.
6. I understand that I am not waiting for or relying on my company to provide
me leads.
7. I understand that I am in business for myself and have the added benefit
of the full support of your mortgage company behind you.
8. I understand that I will be judged on one thing alone, my results.
9. I understand that I need to apply 100% power, or effort, to get off of the
ground and then I can ease up some and enjoy the rewards!
71

Module 2
Time Management!
72

"You haven’t done anything wrong. You just haven’t done anything, and that’s
what’s wrong." Ben Feldman
“I’m not a salesman, but I sell anyway!”
What a work ethic is?
An ethic is
“Principles of _______ and ______”
“A system of ___________ principles”
Work is
Physical or mental _______ or ________ directed toward the
__________ or accomplishment of something.
Then a “Work Ethic” is:
___________ directed toward _____________something through a set
of ____________ _______________!
What is your workday activity and set of governing principles?
73

There are three types of workday time categories:
1. Income producing time or Sales Time! This should be 75% of your time!
2. Non income producing production time, Production Time! This should be
25% of your time!
3. Non income producing time, or Dead Time. This should be None of your
workday time!
Income producing time, or Hot Time is:
Time that you spend to strictly produce income, period.
It is NOT:
Doing paperwork
Answering or making non lead calls
Working on the computer
Talking with processing on a file
Etc
Income producing time, or Hot Time is:
This should be 75% of your workday!
74

Only doing those things that are involved with actively creating income!
Working leads
Prospecting
Making sales calls
Meeting with strategic partners
Pre-qualifying
Taking applications
After the closing marketing, getting referrals, doing more loans for the same
client
Giving a presentation
Non income producing production time, or Production Time is:
No more than 25% of your workday!
Returning calls
Status updates
Paperwork
Talking with processor
Driving to or from income producing time.
Non income producing time, or Dead Time. This should be None of your
workday time!
ANYTHING ELSE!
Hanging out
Shooting the breeze
75

Shuffling business cards
Driving to nowhere
Playing on the computer,
Non income producing lunches
Anything that is NOT income or production time, period!
Not realizing how much time we waste. We can’t manage time: we can’t manage
self. We can manage what we do with the time we have. Disorganization, unclear
goals, too many personal phone calls, disjointed processes, no routines, poor
planning, procrastination, lack of focus, lack of training, junk e-mail, surfing, and it
goes on. These are all time bandits that steal our time and people often don’t
make the connection that it’s why they never have enough. Working in this state
is an absolute breeding ground for stress.
We are not looking here to create new categories of work to enhance
efficiency (that comes later) but simply to eliminate wastage in your current
practice
A major impact upon your work can be the tendency to help others with theirs. Now, in
the spirit of an open and harmonious work environment it is obviously desirable that you
should be willing to help out - but check your work log and decide how much time you
spend on your own work and how much you spend on others'.
1. Prioritize Objectives and Actions
Place a level of importance on each project or goal. Decide which actions are the
most important for reaching your top-level objectives. Then spend the necessary
time on those objectives first. That might seem obvious, but it requires thoughtful
planning to prioritize time expenditures. It requires discipline to stick with the
schedule.
Setting priorities also allows the mind to focus on desired outcomes. Time spent
prioritizing projects, actions, and time expenditures is a wise investment of time.
2. Balance Time Expenditures
Balancing time expenditures reduces stress. It brings success and fulfillment to
both careers and personal lives. Consider all the important areas in your life, and
your values for each of them.
Consider areas such as family, health, career, relationships, spirituality, and
relaxation. Take into account your responsibilities and activities within each of
76

these areas. Balanced living brings contentment that is often absent in today's
fast moving world.
3. Visualize Your Outcome and Feel Gratitude
You've prioritized and balanced your time expenditures. What results did you
want to achieve from each time expenditure in step one? Why are each of those
results important to you?
See those results in your mind's eye each day. Then create the unmistakable
feeling that those results have already been achieved. Most importantly, create a
strong, silent feeling of gratitude that you have already received each result that
you visualized.
4. Measure Results
The only way to know if your efforts at time management are working is to
measure the results. If you continue to feel stressed or do not see tangible
changes taking place, it's time to re-evaluate what you are doing and make
changes.
5. Adjust and Repeat
Time and its winds of constant change are sure to bring surprises that intervene
in your initial plans. One of the most frequent mistakes in managing time is
neglecting to fine tune. First attempts at prioritizing and balancing often need a
second look. If your results are less than you wanted, return to step one. Fine
tune your schedule to make it more functional.
Time expenditures will always need to be reallocated periodically. Goals, needs,
values, commitments, and responsibilities change. New projects and objectives
will enter the picture. Unexpected events and new relationships will require
flexibility.
Increase Productivity and Satisfaction
Daily actions that support each of these five steps can bring more work
productivity and personal life satisfaction. With a schedule that must be flexible, I
check and adjust my time expenditures weekly. This insures that my actions are
supporting my career and personal objectives. These actions for effective time-management
can support your objectives also.
Stop and think of a top-level objective that you want to reach. Ask yourself this
question:
"If I could choose only one activity today that would take me closer to this
objective, what would it be?" You've just started the process with step number
one.
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Keep practicing each of these five time-management steps by applying them to
your situation. You will be pleased with the results.
Time Management and Goal Setting for Sales
The first three “habits” from Stephen Covey’s The Seven Habits of
Highly Effective People.
A. Be Proactive
• Establish specific goals for yourself rather than waiting for someone else to.
• Focus on what you want to accomplish rather than focusing on what other
people are doing / failing to do.
B. Begin With The End In Mind
Figure out what’s important to you first.
• Write out your goals, including what you want to
accomplish and when.
• Mission statement. Make a list setting forth what areas you want to have
impact in, things or ideas you have passion for, and where you are or want to
have competency.
Write a mission statement for yourself using this list. Write a list of goals that
enable you to accomplish your mission.
• Month-to-month make time to review your mission statement or roles and
goals.
Compare to what you are actually doing. Update your mission statement / roles
and goals or change your behavior to make them more consistent.
C. Put First Things First
• Spend the bulk of your time on what’s important.
• Avoid spending most of your time in crisis (“fire fighting”) mode, or
on tasks that are easy to finish but less valuable.
• Learn to say the magic word “No.” (Every time you say “yes” to something you
say no to something else.)
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• Spend time every day planning.
Time Management Tools
• Brain dump: make a list of everything, then prioritize (and eliminate).
• Do, delegate, or dump.
• Weekly preview / goal setting.
• Top three tasks for today.
Self-Management and Personal Resonance
Being focused and goal driven—consistently—generates good resonance
People feel the difference when you are clear and focused with respect to your
own thinking and actions.
Everyone benefits.
For Further Reading
Time Management / Focus
The 7 Habits of Highly Effective People–Powerful Lessons in Personal Change,
by Stephen Covey (Fireside 1989).
Good To Great–Why Some Companies Make the Leap…and Others Don’t, by
Jim
Collins (HarperBusiness 2001).
Slack–Getting Past Burnout, Busywork, and the Myth of Total Efficiency, by Tom
DeMarco (Broadway Books, 2001).
Personal Resonance
The Tipping Point–How Little Things Can Make a Big Difference, by Malcolm
Gladwell
(Little, Brown and Company 2000, 2002).
Primal Leadership–Realizing The Power of Emotional Intelligence, by Daniel
Goleman, Richard Boyatzis, and Annie McKee (Harvard Business School Press,
2002).
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Evaluate your current time categories. Think to yourself the amount of
money you have made in your current time management mode.
Monday Tuesday Wednesday Thursday Friday Saturday
Most loan originators are spending 80% of their time on non-income producing
tasks and 20% of their time on income producing tasks.
Let’s look at the math.
Time
6-8pm
5-6pm
4-5pm
3-4pm
1-3pm
12-1pm
11-12
9-11am
7-9am
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If you made $75,000 last year spending about 20% of your time on income
producing tasks and you increased your income producing time to 40% the math
would say that you would earn $150,000, but most likely you would earn more
than that just because of the increased momentum.
So, a little time management re-tooling and you gave yourself a 100%, or more,
raise! Not bad!
Fill in a productive income producing time management schedule using Income
producing time (IP) and non income production time (NIP).
Your goal is to work up to 75% IP and 25% NIP
Select 1 night per week that you will stay late until 8pm.
Monday Tuesday Wednesday Thursday Friday Saturday
Prioritize each task, A, B, C or D
Tasks for this week:
Column A Column B Column C Column D
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
Time
6-8pm
5-6pm
4-5pm
3-4pm
1-3pm
12-1pm
11-12
9-11am
7-9am
Plan the next day’s
schedule
schedule
schedule
schedule
schedule
Plan the next week’s
schedule
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_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
_____________ _____________ ____________ _______________
Module 3
The loan originators personal business plan.
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As stated previously, to build anything you must have a plan!
A business cannot go to the bank to borrow funds without a business plan.
A company cannot get venture capital without a business plan.
A company cannot get approved by the S.E.C. without a business plan.
A person cannot drive their car to another city without a plan or map.
A ship or plane cannot get to their destination without a planned route!
How can you be successful or reach your goals without a business plan?
You are in business! What’s your plan?
How much money do you want to make?
How many loans do you need to close to make that much?
How many prospects do you need to close the amount of loans you need
to close?
How many leads do you need to generate enough pre-qualifications?
What is your conversion of leads to applications?
What do you need to do each year?
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What do you need to do each month?
What do you need to do each week?
What do you need to do every day to obtain your goals?
Without your own personal business plan you are like a ship without a rudder and
a map, lost and hoping you will get there!
Nonsense! Let’s make a plan!
If you follow the automated business plan in this workbook, YOU WILL
ACHIEVE YOUR GOALS!!!!!!
This is a picture of a program that you will get emailed to you. It is an automated
loan originator personal business plan.
This program breaks down exactly what you need to accomplish each day to
achieve the monetary goal that you enter into the program.
When you receive the program just fill in the information in the yellow blocks, the
rest of the information, in green, will tell you what you need to do on an annual,
monthly, weekly and daily basis to achieve your goal for the year.
Just enter the following 7 items into your personal business plan and it will tell
you what is needed.
The information you need to enter will be,
1. The gross income you want to earn for the remainder of the year
2. Months and weeks remaining in the year
3. Your average loan amount closed
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4. Your average commission rate
5. Your pull-through ratio in underwriting
6. Your conversion ratio of pre-qualifications to subliminal applications
(a side note, one way to increase your income is to work on increasing
your conversion ratio)
7. Number of leads it takes you to create one pre-qualification
Your Loan Originators personal Business Plan
(you will be emailed this program)
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Enter data in the yellow boxes
Loan Originator Personal Business Plan The green/white box's will autopopulate
LO: Name John Doe Date: 6/10/05
Gross income desired $ 150,000 Average rev% per loan: 3.0%
Months remaining in year 6.5 Average commission split per loan: 50%
Average loan amount $ 150,000 Number of units needed for income goal 67
Average revenue per loan: $ 4,500 Average pull through % 90
Average commission per loan $ 2,250 Number of units needed to submit to underwriting 73
Weeks remaining in year 28 Number of units needed to submit to underwriting per month 11
It's all about leads Number of units that need to close per month 10
You need to create
2.8 leads per day Number of units needed to submit to underwriting per week 3
to create the annual
income you desire! Conversion ratio of PQ's to submitimal applications 75%
Number of PQ's needed per week 3.5
Number of leads needed to get 1 PQ 4
Number of leads needed per week to obtain goal of PQ's needed per week 14
Number of leads needed per day to obtain goal of PQ's needed per week 2.8
Make changes throughout each month as you increase your pull-through and
conversion ratios.
Again one way to give yourself a raise is to increase these ratios!
Also adjust your personal business plan if you are ahead of schedule or if you
fall behind.
This is YOUR PLAN, the math doesn’t lie!
Module 4
The numbers don’t lie, how a loan originator can make $250,000
per year or more!
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 Is there an income goal that I can predetermine and accomplish?
 The answer is yes, we just went through the loan originators personal
business plan.
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 Most loan originators make from $35,000 to maybe $100,000 per year,
how realistic is it to REALLY make over $200,000 working the TEAM
program?
 After completing the loan originators personal business plan I know I need
“X” leads per day.
 The numbers don’t lie will break this down into a simple formula!
 So, can I really achieve this?
 The answer is absolutely, YOU CAN achieve an annual income of over
$200,000 working the TEAM program.
 Not to be over simplistic, but it just takes having only 4 TEAM field (or any)
accounts! That’s it. Add more and your income will increase even higher.
 The Numbers don’t lie!
What are the goals?
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1. 4 TEAM field (or any) accounts
2. An annual income of $250,000+
 If 4 accounts are worth $250,000 what is 1 account worth?
 An account is considered an account when you can get at least $450,000
in loan volume on a monthly basis.
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 Even though the preference would be 3 loans at $150,000, an account
where you received 1 loan at $450,000 is also OK.
 The 3 units are better because the bonus structure pays the highest
payouts based on units and total loan income.
 With our goals in mind we will do the math at the 45% commission level.
 $450,000, ( 3 loans at $150,000 each ), X’s 2.625% = $11,812
 $11,812 X’s 45% commission = $5,316
 $5,316 per account X’s 4 accounts = $21,263 X’s 12 months = $255,150
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 Now lets add 2 company provided leads that turned into loans, to what
you just did with the TEAM program
 At an average loan amount of $150,000 X’s 2 loans = $300,000 X’s
2.625% points = $7,875 X’s 45% = $3,544.
 $3,544 X’s 12 months = $42,525
 $42,525 + $255,150 from the TEAM program income = an annual income
to you of $297,675!!!! That’s the math!!
 We were talking about making over $200,000 per year, we just learned
how to make $300,000
 Was the math right?
 Did we add it up correctly?
 Did the math tell the truth?
Let’s see it again!
 $450,000, ( 3 loans at $150,000 each ), X’s 2.625% = $11,812
 $11,812 X’s 45% commission = $5,316
 $5,316 per account X’s 4 accounts = $21,263 X’s 12 months = $255,150
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 Now lets add 2 company provided leads that turned into loans, to what
you just did with the TEAM program
 At an average loan amount of $150,000 X’s 2 loans = $300,000 X’s
2.625% points = $7,875 X’s 45% = $3,544.
 $3,544 X’s 12 months = $42,525
 $42,525 + $255,150 from the TEAM program income = an annual income
to you of $297,675!!!! That’s the math!!
 We were talking about making over $200,000 per year, we just learned
how to make $300,000
 Was the math right?
 Did we add it up correctly?
 That IS the Math! It is correct!!!!
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 What is it you need to do?
 Do you know how to work the TEAM program correctly?
 Are you going to get 4 TEAM field accounts?
 Are you going to make at least $200,000, or even $300,000?
 Get 4 accounts and make over $250,000
 Are you going to commit to a better way?
 Are you going to commit to a more focused approach?
 Are you going to make over $200,000?
 Do it! I know you can!
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Module 5
Team Effort And Maintenance
The T.E.A.M lead generating program!
The T.E.A.M Program
Part 1
Internal & External Clients
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First we need to categorize and define our clients
There are 2 types of clients
The internal client
And
The external client
Both clients serve 2 very distinct functions
The internal client is a client who refers clients to you.
These would be:
Realtors
Builders
Banks
Partnership in Lending Program, PLP, clients
Collection agencies
Partnership in Lending Plus Program
Other partnership programs
The external client is:
The consumer who we will do mortgages for and are provided by our internal
clients
Internal Clients Create External Clients Which Creates High Closed Volume
Realtors
Builders
Partners
Etc
Applicants, Applicants
INTERNAL CLIENTS
EXTERNAL CLIENTS
PRODUCE
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Realtors
Builders
Partners
Etc
INTERNAL CLIENTS
EXTERNAL CLIENTS
PRODUCE
1 INTERNAL
ACCOUNT
CREATES
$63,792
FOR YOU!
1 Internal Accounts is Worth $63,792 in Annual Commissions to YOU!
3 closable loans by an internal account equals $63,792, or more, in annual
revenue, this is the math from the numbers don’t lie, $450,000 in closed volume
from one internal account equals $5,316 in monthly commissions at a 45%
commission structure.
Again this is only 1 – 3 loan units per month from them!
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Realtors
Builders
Partners
Etc
INTERNAL CLIENT #1
PRODUCE
Realtors
Builders
Partners
Etc
INTERNAL CLIENT #2
PRODUCE
Realtors
Builders
Partners
Etc
INTERNAL CLIENT #3
PRODUCE
Realtors
Builders
Partners
Etc
INTERNAL CLIENT #4
PRODUCE
EXTERNAL CLIENTS
EXTERNAL CLIENTS
EXTERNAL CLIENTS
EXTERNAL CLIENTS
4 INTERNAL ACCOUNT’s
CREATES ANNUALLY
$255,168
FOR YOU!
This is only 4-12 loans per mo
At 45% commission
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Stop chasing external clients
Establish internal clients
And…
You’ll never have to chase or find
another external client again!
With those parameters;
Getting 1-3 closable loans per month from 4 internal
accounts equals an annual income of over $250,000!
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Now that you know this, what are you going to do?
Module 6
Team Effort And Maintenance
The T.E.A.M lead generating program!
The T.E.A.M Program
Part 2
Getting Internal Accounts
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The T.E.A.M. program, Team, Effort And Maintenance!
The T.E.A.M. program will establish long lasting field relationships, or internal
clients.
There will be a balance of purchases and refinances, prime and subprime loans
that the T.E.A.M. program can create, but this balance is solely up to you.
Relationships in the purchase market is very key to long term success, however
this MUST be balanced with subprime refinances.
Bank of America did a study. They wanted to see how many people in our
country could qualify for prime rate loans and how many could qualify for
subprime loans.
What they discovered was that 45% of America could qualify for prime rate loans,
45% subprime and 10% other.
The importance of the subprime market is very key for the following reasons:
1. The subprime market always needs money, regardless of the rate
factor.
2. Because of the risk nature of a subprime loan the income yield on a
subprime loan is higher, which means more income to you.
3. The subprime market will never go away.
In 2004 the subprime market increased by 86%, the prime market increased by
33%!
The prime rate market is fickle, any rate hit, or something that goes awry in the
economy will dramatically decrease the volume in the prime market.
However the subprime market is much different. When something goes wrong in
the economy, like higher than usual unemployment figures, or economic slow
downs, higher than normal trade deficits etc, the first sector to feel that pinch is
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typically the subprime market and therefore they inevitably are in need of
refinancing to pull equity out of their home to stay afloat or other reasons.
Purchases are EMOTIONAL for both prime and subprime purchasers
No matter what the rates are, the process of purchasing a home is 90%
emotional for the buyer.
When Jimmy Carter was president, the prime rate was 16%, interest rates were
17% and 18%, but people were still buying homes.
Sure people with an outstanding credit score that already owned a home did not
buy a new home unless they were transferred or something, but the first time
homebuyers and the subprime credit people were absolutely buying homes.
So, in your prospecting, it is very important that you balance your internal client
base with, refinances, purchases in both the prime and subprime categories with
a slightly higher emphasis on the subprime market.
The T.E.A.M. lead generating program method for cultivating these field
relationships absolutely works! This method alone can bring over $150,000
of income per year to a loan originator!
The T.E.A.M. lead generating program combines two consistent ingredients of
success, work hard and work smart!
Too many loan originators expect a lot of production results from doing just a little
work. It is a fact that 20% of the work force produces 80% of the results in any
industry.
This is a fact; If you do what everyone else does, then you will get the same
results as everyone else, everyone else is in the 80% poor results crowd, you
need to be in the 20% successful crowd!
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Most loan originators who finally “try” and go out in the field to get some internal
accounts usually are unorganized. They bring a rate sheet, a flyer, donuts, or
some other non meaningful item and go by some real estate offices, maybe 4 or
so offices.
They usually leave whatever they brought with the receptionist or someone, or
they blown off by someone who says, “we already have a LO or mortgage
company that we work with”.
The Lo usually says thanks and moves on finally giving up and “hoping” some
leads came into the office. This happens everyday, and it’s a disaster!
The T.E.A.M. lead generating program is a system that anyone can do and be
successful!
This lead generating program will create internal accounts which in-turn
generates a huge amount of external clients.
The program was put together through sales statistics and trial and error.
Important Statistics:
1. People do business with people they know, have a relationship with
or are comfortable with.
2. On the average, a sales person has to ask a person to buy
something 5 times before they make the sale.
3. Most sales people do not ever ask for the sale one time let alone
five times.
4. Most people are afraid to sell! That’s why only 20% of the sales
force is successful!
5. “Soft selling” is the only way to sell anything.
6. You sell through “features and benefits”.
7. You are in the sales business; you need to know how to sell!
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8. Regardless of your experience, if you follow the T.E.A.M. lead
generating program you will have success!
How the T.E.A.M. lead generating program works.
Let’s use the sales statistics we just learned.
1. People do business with people they know, have a relationship with or are
comfortable with.
a. The T.E.A.M. lead generating program establishes a relationship
with prospective internal clients. There are many categories for
these prospective internal clients. Some of them are:
1. Realtors, With realtors there are many categories:
a. High end property realtors
b. Low end property realtors
c. Realtors who concentrate on subprime clients
d. Realtors who work only “A” credit clients
e. Realtors who work mainly condo’s
f. Realtors that are in small shops
g. Realtors who are in big real estate shops
h. Realtors who are in the heart of the “action”
i. Realtors who are on the fringe of a city
j. Realtors who are new, just out of school
k. Realtors who are in the to 10% of sales
l. Realtors who have the potential of being in the top
10% but need some help
m. Realtors who only sell part time
n. Realtors who only work listings
o. Realtors who are mainly a buyers agent
p. Discount shop realtors
q. Realtors that don’t sell a lot
r. Etc
2. Builders, they have several categories also
a. Condo builders
b. Low end builders
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c. High end builders
d.
e. Builders who cater to the BC community
f. Builders who build mainly 1st time homes
g. Builders who build track housing
h. Builders who build less than 100 homes per year but
want to increase the volume
i. Custom home builders
j. Builders who build outside of the “main” population,
rural small towns.
k. Large developers
l. Small developers
m. Etc
3. Collection agencies. These are HUGE! Collection agencies
have lists with thousands of names of people who owe a
lot of money.
Many collection agencies contract with lenders to send
their lists to so they can refinance their client and get the
money that is owed to them.
4. Attorneys. Many loan originators do a huge amount of
volume with attorneys. There are bankruptcy attorneys,
criminal attorneys, divorce attorneys, attorneys who are in
the collection business, estate attorneys etc.
5. Accountants. Another huge group of referrals. All they do is
work with peoples and business’s finances and they need
go-to loan originators who are professional and can meet
their clients needs
6. Financial planners. This one is self explanatory, they need
you!
7. Team up with “A” prime loan originators and swap leads.
Many bank loan originators only have FNMA/FHLMC
products and have no where to refer their non-conforming
clients. Swap leads with them.
8. CSR reps at banks. These people need good loan
originators that they can refer their bank clients to.
9. Title companies. Many title companies will give you their
database list of clients who have closed with them who
closed with a less than prime rate if you will give them the
title business on the ones that you get loans on. They also
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have lists of loans that didn’t close, it includes their name,
phone number and the file usually ahs info on why it didn’t
close. Call the clients and turn them into deals!
10.centers of influence. This is majorly huge and we’ll talk
about this one further. But there are many people you
probably know that know a lot of people, organizations,
businesses etc that they can refer you to.
11.Insurance agents. Hello! All they have is lists of people
who own homes! What an exchange!
12.Relocation companies. All these people do is relocate
corporate moves. They need to have lenders lined up to
refer their clients to.
13.Appraisers. These people run into people who need loans
on a daily basis. They know about the deals that are falling
apart and they can refer the borrowers to you.
14.Homeowner associations! Again hello! Hmmm…an
association or group of homeowners, this is also a no-brainer!
15.Condo associations! Same thing!
16.Community associations! Rotary clubs, scouts etc, they
need people that they can trust and rely on.
17.Lead groups. Look in any paper for the special business
section insert. These come out mostly on Mondays. They
have lists of lead referral groups that meet once a week
and exchange leads to one another!
18.Real estate investment groups. Wow another no-brainer.
These groups meet once a week as well and talk about
buying and selling real estate.
19.Employers who want a trustful person that they can refer
their employees to as a benefit. We will talk about this one
latter on as well, this one is mind boggling!
20.More…
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I just listed 3 pages of places to get internal accounts, and this is just ONE way to
get leads!
It’s time to get out of the 80%, or the No or low production crowd. It’s time to
make some money!
2 Statistics # 2 & 3. On the average, a sales person has to ask a person to
buy something 5 times before they make the sale.
a. You will learn how to ask for the sale, (selling them on using your
loan originating service) without having to be the greatest sales
person in the world! As a matter of fact, you don’t even have to say
a whole lot, you should, but don’t have to.
b. Your goal in this section is to establish 2 – 4 solid internal accounts
that will send you at least 3 closable loans per month.
c. You want to pick 20 places to go, or people to see out of the
categories you just read, or any category, it doesn’t have to be
exclusive to this list.
d. As previously stated, most loan originators hardly ever go back to
see someone they called on previously more than one time, maybe
two times, but that’s about it.
e. So in keeping with, you want to do the opposite of what everyone
else is doing and people don’t buy until after the 5th attempt in
asking for the sale….
you need to see these prospects 6 times on the same day at the
same time at least once per week before you stop seeing them.
You might say that…”well they said they already have a LO that
they work with” or “we have our own mortgage company”.
I say bologna!!!! It means absolutely nothing. They are being polite
and blowing you off because you are just another body walking thru
their door that will never come back!
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Another statistic! The national association of realtors did a study
and found that only 20% of the realtors in an office which owns their
own mortgage company actually use their own mortgage company!
Wow! That means on the average, 80% of the realtors don’t use the
in-house mortgage company!
After the 2nd, 3rd, 4th and 5th time of consistently coming back, on the
same day at the same time, they start to get use to you, they see
that you are persistent; they see that you come around more than
their regular LO, they get to know you.
Now like in statistic number 1, they are getting to know you, you will
get business!
f. As stated, your goal is to get 2- 4 solid external accounts out of this.
So, after you have seen everyone at least 6 TIMES, at least once
per week, same day, same time, you can start taking those people
that you think you can’t get anywhere with right now off of your list
and start whittling it down to your final choices to have as accounts.
Notice I said that you decide who to keep! You want to select the
ones that will give you the best return on your time, loan revenue
and relationship.
Unlike before, now you are taking control of your production and
circumstances, not your circumstances taking control of you!
3. ACCOUNTABILITY PREVENTS FAILURE!!!!!
You need to fill out a call sheet every day and turn it in to your manager at
the end of each week so you and they can see your results.
4. If you have just three prospects that are now your clients, who consistently
give you 2 of their clients per week, and one of them can qualify that’s 4
closed loans per month from that internal account, or 12 closed loans per
month.
5. As we saw in “The numbers don’t lie” 12 closed units per month can
equal more than $250,000 per year of income to YOU!
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Module 7
Call Capture Lead Generating Program!
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The call capture lead generating program
There is one word to describe this program, AWESOME!
The call capture lead generating program is a lead program where you have lead
generating machines all over town 24 hours per day, even if your not working!
This is a program that you use with Realtors, Builders and FSBO’s
One loan originator that I taught this to received 97 leads in one weekend and
she wasn’t even working!
This program works very well with the T.E.A.M. lead generating program. Most
loan originators that go into real estate or builders offices want something.
In this program we are bringing them something, and this something has
enormous value!
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One thing for sure that a realtor or builder wants is clients. The call capture
system brings them lots of clients, and if they are their clients then they are your
clients too.
The call capture system is a combination of a very inexpensive internet toll free
number, a computer and signs.
Have a sign store make each loan originator 10 signs, in the shape of a house,
and 10 small signs that you can hang on a realtors sign post.
On the sign it says, “For a free recorded message on this house call 1-800-244-
5454 X 103”.
Team with a realtor and put this sign in front of one of the houses that the realtor
is selling.
The realtor can record the message…”This is a 3/2 pool home, newly remolded.
Close to schools….” They like having their voice on it and it’s an added benefit
for their client that they are selling the house for.
Or they can have the toll free internet company do a professional recording for
the message, it’s all done over the computer or it can be recorded via a phone.
You can even put the realtors picture on the sign
How many times does a person drive by a house and they want to know more
about the house they don’t want to talk with a realtor or anyone until they are
very ready to buy it.
The prospect doesn’t want to get into a conversation; maybe they don’t have
money for a down payment, or bad credit, etc.
However, if they call a free number and get a recorded message then all of their
“contact” fears are eliminated.
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As soon as that prospect calls the toll free number, you and your realtor are
notified via email. It uses the caller ID info and records everything for you in your
email. You can have as many people as you want notified.
You can also have the caller ID info go right to your office or cell phone, it can go
to the realtors as well.
You simply call the prospect back and start a conversation with them. Before you
know it you are pre-qualifying this prospect and so is the realtor, you both have
another prospective client!
Another prospect for this is FSBO’s. This is an awesome feature and benefit to
the FSBO. How many times do they get people calling them that can’t even
qualify? Using this system you qualify the prospect and then tell the FSBO they
are qualified to look at the house.
The FSBO and you get a copy via email of everyone who calls the toll free
number. If the prospect can’t qualify for that house then you bring the prospect to
one of the realtors that you are working with. You will be king with this!
Let’s look at the math on this:
If you have 10 signs out, and you get an average of 30 calls per week, that’s 300
calls per week; times 4 weeks is 1,200 calls per month.
Even just a 1% return is 12 closed loans per month; this could be your $250,000
per year right here! What if you had 20 signs out, how about 50 signs out, what if
you received at 10% or 30% return? We’re talking maybe a half million dollars of
income per year on this alone!!!
For A
FREE
Recorded Message
On This House
Please Call
800-254-6734
X 103
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Module 8
The 10% to 80% lead Generation Direct Mail Program!
Loans Now! Clients for Life!
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10% to 80% Lead generation Direct mail program!
Loans Now! Clients for Life!
This program is a very Hot, tried and proven mortgage lead and marketing
system that will get you immediate and long term results!
This lead program will get the phones ringing!
I have had loan originators come in my office and tell me, “If I get another lead
call I quit!”.
That’s the truth. This happened to me when I managed a branch for
NationsCredit, a Bank of America division, several years ago.
When I took over the branch it was tied for dead last with a bunch of other
branches in the country.
Using this and some other lead originating techniques we were able to bring our
branch to number one in the country in our 3rd month!
That is incredible, dead last to number 1 in 3 months!
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I had a loan originator that was brand new to the area. This person did not know
anybody in our area, did not have any realtors, builders or any internal accounts.
He used this system and at the end of his 4th month he closed $1,950,000 in loan
volume, his paycheck was around $17,555. This was in 1997, central Florida
when the average loan amount was slightly less than $100,000 and a $17,555
paycheck was worth a lot more than it is today. 4 months!
I used this same method at Wells Fargo. At Wells Fargo I opened and managed
a region, and a branch and I had to also personally produce loans.
Using these same methods I had the number one region at the end of five
months and the number 1 branch at the end of three months. We broke branch
records at the same time. Also I was always able to travel the state to run my
region, work with the LO’s as I managed a branch and I still did $1.5m to $2.1m
each month in personal production.
If followed correctly, to a tee, this works, hands down!
First, as we know, you don’t want to do the things that people in the 80% do. You
gotta think differently!
Thinking differently is how I came up with this idea.
We all need mortgages NOW! Without them we have nothing!
We talked about the value of a balanced loan portfolio, a mix of prime with a
larger mix of subprime, because the subprime market will never go away. Also
the subprime market pays more because of the nature of risk versus reward,
subprime clients have a higher risk creating higher revenue per loan.
As stated before Bank of America did a study, 45% of America can qualify for “A”
products and 45% for B-C with 10% other.
I looked at the subprime client a little closer and I discovered that the subprime
client is worth a lot more than the “A” client. I figured out how I could get 9 loans
from having a subprime client with ‘churning” or doing anything unethical.
I discovered I can get those 9 loans from one subprime client by treating that
person right and wit respect.
Here is what I figured out:
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Getting the client out of the subprime category: 2 loans
Referrals, helping their family and friends get
out of the subprime category: 2 loans
Their first prime rate loan 1 loan
House upgrade or refinance for rate
Reduction or equity: 1 loan
2 more referrals, other family members, maybe
Their kids or friends 2 loans
Final home purchase 1 loan
Total loans 9 loans
You might say why would I keep a client so long?
This client could average out to about $5,000 per year over a 10 year time
period.
If over the course of a few years you had 100 clients that you closed and you
continued to work with in this fashion, think about how much money that would
be worth to you.
100 clients with repeat business, ( this averages 8 loans per month over a years
time ), X’s $5,000 each:
This equals $500,000 per year of income to you
And you didn’t even have to go out and look for more leads!
Using Bank of America’s research targeting prime and subprime markets you are
working 90% of the mortgage market instead of just half!
I thought how can I tap into this market?
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I could use telemarketers, but that is very expensive, $30 to $100 per lead, the
internet lead services were just getting going then and they were about $75 per
lead, that was too expensive, I could have used traditional direct mail but that
was extremely expensive with only about a 1% return that was stupid to me.
Someone told me about delinquent property taxes. They told me that in the state
of Florida if a person did not pay their delinquent property tax within 3 years that
they would lose their home to a tax foreclosure.
I checked that out even further and they were right.
What happens is that if your taxes are not paid by the end of March each year,
for the previous year, then a person could pay those taxes for you and they
would get a tax certificate on your house.
When you finally got around to paying your delinquent taxes this person who held
the tax certificate on your home would get their money back plus interest, about
18% per year.
There are a lot of investors that buy these tax certificates.
However, if you did not pay your taxes at the end of three years then the person
who held the tax certificate would get your house free and clear with all
mortgages cancelled.
I was shocked!
The person in the property tax office told me about a person that held a tax
certificate on a quadroplex. The end of the three years was up. The mortgage
company on the house discovered that it’s mortgage was about to be lost to a tax
certificate sale and they overnighted the money to pay the delinquent tax
amount.
The overnighted check arrived a day late. The county sent the check back to the
mortgage company and the investor who held the tax certificate owned the house
free and clear, no mortgages on the property at all!!
So I asked the Osceola county property tax person how many people in the
county had delinquent property tax and she said about 26,000. Again, wow!
Orange county, where Orlando is had about 70,000 delinquent.
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Duval county where Jacksonville is had over 100,500 people delinquent!
Well there is my target market, and this market is a market in need.
Also people who don’t escrow their taxes and insurance are mainly subprime
home owners.
So now I had an incredible market of subprime home owners that had a real
urgent need! Now I need to figure out how to reach them.
I thought, well let me put a pink telephone message slip, one of those “while you
were out” slips in a hand addressed stamped envelope and I wrote on the pink
slip. “Please call me about your property tax”, I wrote my name and number on it
and waited to see if I would get a response.
To say that the phone rang off of the hook is a major understatement! Our office
was not ready for the amount of phone calls we received.
We were able to help the majority of people who called.
I had one loan originator in Gainesville, Tom. He would mail 15 of these pink
slips each week and get 8 – 12 phone calls back on them and he would close the
majority of them.
He came to me and said that he didn’t like mailing the pink slips and wanted to
write up a letter telling them a little more about what was going on, make it look a
little more professional. He asked if he could mail 15 of those and 15 of the pink
slips. I said OK.
He received zero calls on his letter and the same 8 – 12 calls from the pink slips.
I tried using the pink slips on other data bases like buying leads from leads to
loans. I would write on the pink slip to please call me about their mortgage, and
the phone rang.
The people see this hand written envelope with a stamp on it, they open it and
see a telephone message that says please call you, they think that you have
been trying to get in touch with them and they call, then it’s your turn to turn
discover their needs and turn it into an application.
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This is an awesome program that delivers results! Lots of them!
Do the math!
On the average, If you received 5 calls from people in need and your conversion
ratio is about 75% that’s 4 loans and then 3 loans would end up closing.
Now the math is, do you want 5 calls per day? Per week? This can add up very
fast.
Don’t tell you’re LO friends about this!
Subject: Tax leads, What to do?
The tax leads are being mailed out this week. We will cover this in depth in our training class but I
wanted you to know a few things before then, as you will probably get some calls.
1. When they call in say that we get a list of property owners who have at one time been
on the delinquent property tax list. We get the list from the county
2. Our company mails out to this list to see if we can help you pay your back taxes by
refinancing and then help you not be in this situation anymore by escrowing your taxes and
insurance.
3. We can help them consolidate bills by refinancing and increasing their cash flow
4. We work with hundreds of banks and mortgage lenders who have a lot of programs
available to help them in their current credit situation.
5. You want to pre-qualify them by:
A. Seeing how much equity they have in their home. I use the VON method.
V= the value of the home. "What’s your house worth right now"?
O= Owe. "How much do you currently owe on your home"?
N= Need. "How much will you need"? (Include all mortgage bal's,
consolidation acct's and an estimated amount of closing costs)
Divide the N by the V and you will have the LTV. Ex: they need $80k and
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the house is worth $100k the LTV is 80%, 80/100 = 80
On a subprime,(which most of these will be), if the LTV is 90% or less
then you most likely have something to work with
B. Figure out their debt to income ratio
Find out what their income is on a monthly basis
Find out what their minimum monthly debt is, (excluding utilities), just
credit debts and add in their estimated new monthly PITI,(from the need
amount above).
Divide their debt by their inc and that will be their debt ratio. Ex: $1k mo
in debt and $5k mo in inc. $1k/$5k = 20%.
If their debt to income ratio,(DTI), is 55% or less than they will be OK
C. Ask them how their credit is. Whatever they say downgrade it a little. If
the say it's OK, then it's probably not so good. As long as they say that
they are not currently in a bankruptcy we can most of the time do
something for them. Let them know that ultimately you will need to pull
their credit to let them know exactly what we can or cannot do.
D. At this point if those categories seem OK then take a full-blown
application.
Whatever you do, if they ask you a question that you don't know the answer to tell them that you
are not sure but that you will find the answer and get back to them.
Module 9
How to Turn Renters Into Buyers!
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Turning renters into buyers is another awesome program!
When you are working the T.E.A.M. Lead generating program you want to
BRING VALUE to your prospects.
As I said, most LO’s who go out and try to get business go there wanting
something, using this method you go there giving something, you’re giving
clients!
Talk about getting past the receptionist!
You just walk in and say “you’re so and so from XYZ mortgage company and you
have some clients for your realtors, I’m just going to go in the back and give the
realtors these clients, is that OK?” What can they say?
If you’re bringing the realtors or builders clients, you have the red carpet rolled
out for you!
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These days you can buy renters lists from services and that might be OK, but I
like a more targeted hands on approach.
What you do is go to an apartment complex and drive around it and figure out the
mailing system. It’s usually easy. Of course don’t act as though your snooping
around and get in trouble, be courteous and tactful.
It’s usually easy to figure out, Bldg 2600 apartments 100, 101,102 & 103, then
bldg 2601 and so on.
I have occasionally talked with the apartment manager and stated that I wanted
to help the renters become home buyers and in exchange for them giving me the
building sequence, not anyone’s names, I would refer other renters to their
building. Sometimes they would help me in this and sometimes they wouldn’t.
Then when you have the sequence you make a single sheet flyer talking about
your programs.
You want to touch on no down payment and bad credit programs, that’s why
most of them they are renting.
Then you fold the flyer in half, seal it at the bottom with a round sticker and write
on the front of it, “to potential new home buyer” and mail them off.
I was totally surprised on the amount of calls we received. These people really
want to own a home and don’t realize that they can qualify right now.
Some people who call can’t get out of their lease right away but you keep in
touch with them using the 0 – 12 program that you will learn about, and before
you know it your closing their loan.
Again you have accomplished two things, you got another client and you
cemented an internal client by bringing this new client to a realtor or builder that
you are doing or wanting to do business with.
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Module 10
For Sale By Owner, FSBO Lead Generating Program!
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Some loan originators strictly just work The FSBO lead generating program.
The FSBO lead program can bring you many things, It can bring you:
A ton of pre-qualifications from potential buyers
A client referral base that you can bring to realtors and builders of your
choice
A lot Closed loans
It can bring you closed loans for the people who are selling the house as
they buy another house
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It can bring you closed loans for the people who your sellers are buying a
home from as those people buy a new home. This can actually turn into a
chain of closed loans!
You will become networked throughout the neighborhoods that your
clients are in
You can network with FSBO discount realtors
A home owner that is selling their own home needs some help, and they know
that, they just don’t want to, or can’t pay realtor commissions.
The problems they run into are that they get people calling who want to come
over and look at the house, the sellers get home, straighten up the house, they
are rushing around hoping that this person will buy the house only to find out that
the person can’t even qualify for the house. The get disappointed and rushed
around for nothing.
The solutions that you offer are that when people call the number on the sign in
the front yard the call goes to you, as well as the seller is notified of everyone
who called via an automatic email from the toll free company.
You talk to this person and pre-qual him for the house. If they can qualify then
you let the seller know and they arrange an appointment for a tour.
Now the seller knows that they have a real prospect of value.
If the can’t qualify you let them know what they can qualify for and direct them to
another FSBO home or a realtor or builder that you are or want to do business
with.
The program is easy to work. The steps are:
Target an area that you would want to work in.
Drive around that area and stop at all of the FSBO homes. Go there in
person and explain the program.
Look in the newspaper, get the address’s and do the same.
Use your call capture signs to put in front of the house. Also let the
homeowner know that you will make up a professional sign for them.
Let them know that you would like to get them pre-qualified so that they
can start looking for a home to buy. When they find a house ask then to
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give you the sellers contact info so that you can contact them and pre-qual
them as well.
This snow balls into an awesome lead generating program, just in the call
capture system alone. You can get 100’s or thousand of call capture calls per
month.
This program can be another $250,000 per year income generator if you work it
properly!
Module 11
0 – 12 Prospect Retention Program!
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The 0 -12 program is a program that can make you a lot of money if you
manage things correctly.
Unfortunately typical loan originators who are in the 80% category do not keep a
data base and have no follow up skills past their current month.
How many times have you talked with a prospect and they could not qualify at
the present time, but they wanted to refinance or purchase a home at some point
down the road?
Lack of understanding that these people are worth money to the LO is sad.
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Let’s do some math on this and then learn how to manage theses money
generating prospects.
If you talk with 15 leads during the week and 3 of them could not qualify at
the current time but they wanted to get refinanced or buy a house at some point
down the road, and you had this average every week, that is 12 potential money
making closings per month down the road.
Each one of those clients is worth about $1,500 each.
So, you have 12 prospects per month X’s 12 months = 144 prospective closings.
Let say that things happen and you can only close 65% of those people within
the next 12 months.
That would be 93 closings X’s 41,500 each which equals, (at 45% commission),
$139,500 of commissions to YOU, in YOUR pocket! And you didn’t even have to
look for more leads!
How to keep these people as your clients over the next 12 months!
Every person you talk with needs to go into your data base. Whether it’s the DB
program ACT!, or you use Encompass, or you just keep them in outlook, you
need to enter everyone’s, contact info in your data base.
If your busy and you decide “well I’ll put it in latter” and you don’t, or you decide
not to enter it, then understand that you are deciding that you will deduct at least
$1,500 from your paycheck!
You need a system for this which would be as follows:
8 to 12 months Stay in contact with these people once per month and mail out to
them once per month.
Enter these
prospects into
your DB
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Stay in contact with these people once every other week and mail
them at least once every 3 weeks.
Stay in contact with these people once per week as it get close
then put them into your normal system once they can qualify.
This could be worth an EXTRA
$100k or more in your pocket, just
by properly keeping in touch with
them.
Once they are your client, don’t let
them get closed somewhere else!
LO performance Tracking
4 to 7 months
Within 45 days to 3
months
Within 45
days
Apps and $
Date:____________________
LO Name:________________ Manager Name:_________________ Date of
hire:__________
LO Salary:_______________ LO paid to date:_________________ Rev to
date:___________
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LO ROI to date: Divide LO paid to date by Rev to date: ______________%
Current pipeline, including prospects:
Units _______________ Loan Vol:__________________ Loan Rev:
___________________
Average amount of applications per day: ______________
Current pipeline, processing to approved and closing:
Units _______________ Loan Vol:__________________ Loan Rev:
___________________
Rev per loan:
What is the highest rev in % charged on a loan, combine all rev: ______________%
What is the lowest rev in % charged on a loan, combine all rev: _______________%
What is the average rev in % charged on a loan, combine all rev: ______________%
Where does this LO get leads and loans from? List specific sources:
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
How often have you gone out in the field with this LO, be specific not general:
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
What is this LO’s weak
points:_____________________________________________________________
What is this LO strong points:
__________________________________________________________________
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What is this LO’s potential:
__________________________________________________________________
What specifically can you do to increase this LO’s production?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_________________________________________________________________
_______________________________________________________________________
_
Additional Comments:
_______________________________________________________________________
_
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___
Training Series
Although many of our managers have some great expertise in “coaching” and other
managerial areas, we are all going to take part in a weekly training series, the first series
will be coaching.
Each series will be followed with an action requirement pertaining to the topic.
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LESSON 1, COACHING.
“Invest in people in the short term and reap the profits in the long term!”
1. Coaching is the art of improving others. Managers who coach encourage their
teams to learn from and be challenged by their work. Create the conditions for
continuous development by helping your staff to define and achieve goals. Use
coaching to develop skills and talents in your team.
2. THE COACHING PROCESS. Coaching is an unending process. Each new
achievement forms a new platform for the next challenge.
3. For any one coaching goal there is a cycle of 6 basic stages from goal to
completion. They are:
A. Definition, determine performance goals. You and the employee agree on
goals to achieve.
B. Analysis, understand the present reality. Discuss with the employee where
they presently are.
C. Exploration, explore options to achieve the goals.
D. Action, say when tasks will be done. Identify and commit to a course of
action
E. Implementation. Implement agreed upon actions.
F. Follow up. Follow up with your employee at predetermined dates and go
over their status, discuss strategies and options that were implemented.
Some of these follow up dates should be you and the employee going
together on a field call or sitting with them when they are on a sales call,
or reviewing their file construction. Offer new strategies and options if
needed. State where they were strong and where they can improve.
Always end this session on a positive encouraging note.
4. As a coach, avoid telling people what to do, but instead, help them choose the best
route to succeed in their objectives. Help them come up with the idea, that way
they are committed to it.
5. Supervise less. Unless you develop your staff, they will be unable to reach the
goals that are needed. Coaching provides a solution. Coach your staff to achieve
more, this eases the pressure on you and your staff are achieving greater job
satisfaction because they are achieving their goals. Most managers, wrongly
supervise, when they should be coaching, and therefore they under achieve and
have high turnover.
6. When talking with each staff member about setting goals, remember:
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A. Be specific, “What exactly will you do?”
B. Make the goal measured.
C. Make the goal achievable
D. Make the goal relevant
E. Timed, agree on a time frame.
7. When talking with your employee use the EARS model.
A. Empathize. Understand their perspective
B. Acknowledge. Use responsive communication in-between their sentences
C. Reflect. Repeat key words or phrases and talk about them with your
employee.
D. Summarize. Frequently summarize what has been said.
8. These are some basics of coaching, without it your just a frustrated supervisor
wondering why your production is not increasing
9. ACTION PLAN.
A. Write a summary of what you just read. It doesn’t have to be long and
send it back to me by Wednesday morning.
B. Start coaching sessions this week with your LO’s. Arrange a time this
week to go over what you have read with them. Use the coaching sheet on
the next page and send to Don and myself by Friday the 8th.
Coaching worksheet
Date:_________________ LO Name:____________________________
Managers Name:_______________________________
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Using the six step process establish a goal with your LO.
1. Definition. Determine performance goals together, what would they come up
with? Should you add a little to it? Remember the goal should be specific,
measured, achievable, relevant and timed. (write the agreed upon goal)
2. Analysis. Understand with them, their present reality. (write their present reality)
3. Exploration. Explore actions, tasks and options to achieve the agreed upon goal.
Some options should include you teaming up with the LO, (write the options)
4. Action. State when the tasks will be completed. (write when they will be
completed)
5. Implementation. Implement agreed upon tasks. Have them agree to the
implementation of these tasks.
6. Follow up. Agree upon a date when you will have your first follow up. (write date
here)
Manager Performance Survey
THIS IS A CONFIDENTIAL SURVEY TO BE FILLED OUT BY A LOAN
ORIGINATOR. PLEASE DO NOT ENTER YOUR NAME ON THIS SURVEY.
The intent of this survey is to provide the best service, management and leadership in the
industry. Please be very honest and balanced in your responses.
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This survey must be completed by the 5th of each month. This is NOT an option, the
survey MUST be turned in to receive you mid month paycheck.
Date:_______________
Your Branch:___________________ Your managers name:__________________
Please rate on a scale of 1-5, 1 being worst and 5 being best.
1) My manager has a very good understanding of:
a) Constructing a mortgage file………………………. 1 2 3 4 5
b) The complete mortgage loan process……………... 1 2 3 4 5
c) How to properly fill out a 1003……………………. 1 2 3 4 5
d) How to properly fill out a GFE……………………. 1 2 3 4 5
e) How to properly fill out all mortgage disclosures.. 1 2 3 4 5
f) How to turn a file in to processing………………… 1 2 3 4 5
g) How to read an appraisal, understanding comp distances,
Comp values, can see what might be missing, etc 1 2 3 4 5
h) Which company to send a loan to…………………..1 2 3 4 5
i) How to resolve problems in underwriting…………. 1 2 3 4 5
j) How to post close a file……………………………..1 2 3 4 5
k) and reviews all my files before they go to processing1 2 3 4 5
2) My manager:
a) Knows how to sell over the phone………………… 1 2 3 4 5
b) Has good polite phone skills with our customers.. 1 2 3 4 5
c) Understands the importance of having fields accts…1 2 3 4 5
d) Goes on sales calls with me regularly………………1 2 3 4 5
e) Can sell out in the field……………………………..1 2 3 4 5
f) Knows how to overcome most objections………… 1 2 3 4 5
g) Takes time to teach me how to improve………….. 1 2 3 4 5
h) Coaches me when I ask for help…………………. 1 2 3 4 5
i) Is polite, professional and courteous to me…..….. 1 2 3 4 5
3) My Manager:
a) Is a good leader…………………………………… 1 2 3 4 5
b) Is a good manager………………………………… 1 2 3 4 5
c) Is a good coach…………………………………… 1 2 3 4 5
d) Is positive in his/her approaches………………… 1 2 3 4 5
e) Is a good negotiator…………………………….. 1 2 3 4 5
f) Is a good closer………………………………… 1 2 3 4 5
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g) Accepts responsibility…………………………... 1 2 3 4 5
h) Has a professional appearance…………………. 1 2 3 4 5
i) Has weekly meetings…………………………… 1 2 3 4 5
j) Pays attention to detail………………………… 1 2 3 4 5
k) Knows closing techniques……………………… 1 2 3 4 5
l) Is a good mediator……………………………… 1 2 3 4 5
m) Knows how to heal rifts……………………….. 1 2 3 4 5
n) Is a good mentor……………………………….. 1 2 3 4 5
o) Is a team player…………………………………. 1 2 3 4 5
p) Promotes teamwork……………………………. 1 2 3 4 5
q) Encourages us………………………………… 1 2 3 4 5
r) Knows how to bring out my potential………… 1 2 3 4 5
s) Is a good listener………………………………. 1 2 3 4 5
t) Is focused on increasing production……………. 1 2 3 4 5
u) Listens to feedback well……………………….. 1 2 3 4 5
v) Runs a tight ship……………………………… 1 2 3 4 5
w) Goes over my goals with me each month………. 1 2 3 4 5
x) Is a good problem solver………………………… 1 2 3 4 5
y) Is a good motivator……………………………… 1 2 3 4 5
z) Goes over my weekly sales call sheets…………… 1 2 3 4 5
aa) Knows how to prospect…………………………… 1 2 3 4 5
bb) Stays on top of files in processing……………….. 1 2 3 4 5
cc) Follows up well………………………………….. 1 2 3 4 5
dd) Is a good troubleshooter………………………….. 1 2 3 4 5
In general I would say that my manager:
_____________________________________________
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On a 1 – 10 scale I would rate my manager a ____________
This is mortgage industry training programs that I teach my staff.
1. What is a successful Loan originator?
2. Prime Vs. Subprime
3. Time Management
4. The loan originators personal business plan
5. The numbers don’t lie, how you can make hundreds of
6. Thousands of dollars per year
7. Processing Vs. Processor
135

8. Leads Vs. Applications
9. Internal & External clients
10. Solutions Advantage lead generating program
11. The T.E.A.M. lead program
12. The T.E.A.M lead program, part 2
13. Call Capture Lead program
14. Make the phone will ring off of the hook, Loan Now! Clients for Life! Lead program
15. How to turn renters into buyers, lead program
16. FSBO lead program
17. 0-12 Lead management program
18. USP lead system
19. How to get Realtors to send you business
20. JV’s, another lead wave
21. The LP lead program
22. Partnership in Lending program
23. Collection lead generating program
24. How to stop prospects from shopping you
25. A.F.B. Professional lead Program
26. 50 ways to generate leads!
27. Chart of attack!
28. The ultimate builder lead program!
29. Prospecting and conversion ratio’s, make more money!
30. Your selling profile
31. The psychology of selling in your target markets
32. Why people will use you and why they won’t
33. Closing the sale
34. Overcoming objections
35. Keys to successful selling
36. Being the “Go-To” originator
37. It’s not just originating, doing things right and timely
38. Knowledge is power
39. Creative structuring
40. Don’t cross the line
41. Management: Building proper branch and regional business plans
42. Management: Coaching
43. Management: Loan Originator analysis
44. Management: Accountability equals more profit
45. Management: Vertical growth
46. Management: Managing your P&L
47. Management: Increasing revenue by conversion ratio’s
48. Management: How to recruit
49. Management: How to interview
50. Management: More with less
51. Management: How to properly train your staff
52. Management: Operations
53. Management: Proper loan structure and submission
54. Management: The 10 -35 program
55. Management: Evaluation, Standards & Maintenance
136

Robert Agostini Wci SE FLBusiness Model

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