PhoenixTeam to Assist Department of Agriculture to Modernize Guaranteed Underwriting System (GUS)

ARLINGTON, Va.; Mar. 30, 2020 – PhoenixTeam has been awarded two contracts by the United States Department of Agriculture (USDA) Single Family Housing National Office (SFH NO) to provide leadership, industry subject matter expertise, MISMO mapping, and program management support services for the implementation of the new Guaranteed Underwriting System (GUS) and USDA’s roll-out of the new Uniform Residential Loan Application (URLA) submission requirements for November this year.

The USDA guaranteed loan program helps low- to moderate-income families in rural and suburban areas achieve homeownership.

By November 2020, USDA expects to modernize GUS and implement an updated Automated Underwriting System (AUS) that collects all data associated with the redesigned URLA. Lenders and brokers rely on GUS to provide underwriting recommendations based on their URLA submission.

“We’re excited to continue our partnership with USDA Single Family Housing to help them achieve this critical milestone” – said Tanya Brennan, PhoenixTeam CEO and Managing Partner.

The two contracts are worth a combined $3.1 million over 8 months. PhoenixTeam has previously worked together with USDA Single Family Housing to support their technology modernization programs.

About PhoenixTeam

PhoenixTeam is a women-owned small business that provides mortgage technology solutions to improve the home purchase experience for borrowers and help financial institutions, technology providers, and government agencies achieve their desired outcomes. PhoenixTeam specializes in serving federal housing agencies and the mortgage industry, helping deliver better business solutions through technology implementation excellence.

At Phoenix, we have developed a Theory of Everything that helps describe why projects and organizations fail to meet their goals. We’ve seen the same culprits threaten to take down hundreds of mortgage technology projects repeatedly. Yet, it doesn’t have to be this way. Whether you are a technology provider, or a mortgage lender or servicer, at least one of three key gaps is most likely threatening your in-flight technology projects. The ability to close them can make the difference between failure and success on your next technology project.

Lack of Leadership

Often, implementations are plagued with a lack of leadership that ranges from the leadership abyss where there is no “one” leader, or a leader that does not engage until there is an escalation. When it comes to software implementations, we believe leadership fundamentally boils down to the ability to understand what needs to get done, and getting people motivated to get the job done well. A good leader not only motivates and teaches the team but also checks in and holds the team accountable for delivering quality results. Additionally, a good leader is decisive and makes the hard decisions while removing roadblocks along the way.

Here’s a little secret: your technology project will not go according to plan. You will need a good leader to help the team pivot to get to the finish line. The project team will need to iterate. We believe leaders come in two varieties: Fort Takers and Fort Holders. A Fort Taker will help the team navigate and resolve the unknowns, ultimately implementing change, while the Fort Holder will maintain the status quo. On your software implementation, find a Fort Taker to lead the way, and enable them to do what they do best. You will not be disappointed.

Lack of Skills, Experience, and Ability

Working in the mortgage technology industry over the last 20 years, Phoenix has found a lack of investment in growing individuals to become mortgage technology specialists. There are those that know mortgage operations, and those that know software, but it is rare to find qualified people who both know the mortgage industry and understand what it takes to implement mortgage technology. Too often teams lack training, skills, or the experience required to implement mortgage technology solutions.

At Phoenix, we know time is of the essence. A mortgage technology implementation specialist is a critical role for project success, serving as a project expediter. These specialists need to be “Swiss army knives”, comfortable wearing multiple hats to get the job done. Couple that with experience and training, and you will have a team member that will get done what is needed to deliver results.

Dysfunctional Team Interactions

As Max Isaac and Anton McBurnie so eloquently depict in their book Close the Interaction Gap, imagine a world record hurdler competing against a world record sprinter: ”as soon as the hurdler goes over the first hurdle, you realize he has lost even though the race has barely begun”. Hurdles, aka roadblocks, will slow your team down.

Promoting the ability for people to work together efficiently to clear those hurdles is a major success factor that is often ignored by management. What we usually see is confusion of who is responsible for what, finger pointing, and “that is not my problem” mentality. It is critical to note that conflicts and distractions kill creativity and the ability to resolve issues and roadblocks.

At Phoenix, we believe that people are a project’s greatest asset. Having a team where individuals understand how their role and capabilities fit into the team allows the overall team to reach their maximum potential.

Take a step back and think about the mortgage software implementation you are managing right now. Do you have a Fort Taker leading the team? Do your team members lack skills and expertise in either mortgage operations or software implementation? Is your team interacting effectively to clear hurdles to project success? Clearing these gaps can make the difference between hitting your next go-live date and becoming the next “troubled project.”

This article was featured in The MReport, August 2018. Read it online here.

This article was featured in The MReport, August 2018.

Read the full MReport online here.

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Federal agencies have long recognized the need to have options in system implementations. Electing to go inside the agency for information technology solutions or to collaborate with the private sector is a difficult choice. Unlike the maintenance and support of production applications, big technology projects frequently require specialized business insights and experience that can be scarce in federal government. Regardless of technology solution source, agencies often lack the time and expertise needed to make big technology projects successful. The level of effort required to support internal technology or private sector vendor teams who lack deep customer operational experience quickly mounts, especially as the project encounters problems. All large software project have problems and resource scarcity leaves the government ill equipped to “drop everything” and fix the problems. Hiring specialized teams who are ready to provide independent advisory services and business support can be the difference between a project that meets cost, schedule, and scope needs and one that fails.

What is Business Support?

Unlike the services that technology teams provide to agencies during system development projects, business support teams fill the gap between technology and federal business lines. Qualified business support teams help agency leadership, stakeholders, technology teams, and business partners as they source and implement technology solutions. Business support teams must have in-depth knowledge of the agency’s mission, objectives of the technology implementation, and the perspectives and needs of both the benefit recipients and the industry partners who support the agency’s benefit program.

Independent Advisory Support

Business support teams work with leadership to document and refine the overall vision and scope for the program changes including strategy, vision, scope, phased approach options, constraints, and timeline.

Business support teams are independent advisors to the government, offering advice and insight on system design and implementation, development and management of business rules, large-scale conversions, situationally appropriate risk management plans, troubled project remediation techniques, and preemptive approaches to technology problems. Business support teams provide daily verbal briefings to agency leadership, as needed. The goal is to eliminate surprises.

Business support teams create executive briefings, advise on government deliverables, support government change processes, and provide ad hoc deliverables as needed. Business support teams foster a culture of collaboration with internal or external solution providers while also helping ensure the end solution meets the government’s needs. Business support teams participate in briefings in addition to preparing materials for the executive leadership team.

Source Selection Support – Internal or External

Business support teams provide advice on how to select a qualified solution provider, whether internal to the agency or external as a commercial provider. They help agencies evaluate technology options and providers against the business requirements, technology requirements, and procurement needs. Business support teams leverage their industry and technical expertise to assess agency or vendor suitability for the project.

To aid agencies in their decision process, business support teams work with end users, agency lines of business, stakeholders, and internal information technology teams to assess the pros and cons of a “buy versus build” approach. They perform objective analysis of financial, quantitative, and qualitative factors to create the cost benefit analysis allowing agency teams to make a more informed and balanced choice.

In the event the agency elects to procure a commercial product or vendor solution, business support teams observe and document vendor presentations and provide expert opinions and advice along with follow-ups, risks, and issue documentation. Business support teams work with all relevant government offices in their evaluation of the vendors. Business support teams help author line of business content for procurements and, upon execution of confidentiality agreements, support government’s business review of bidder submissions and offers. Business support teams support the government all the way through the selection and award process.

Integrated Program Management

Business support teams develop and maintain the integrated project management plan (PMP) and provide business oversight support for the technology implementation. Business support teams create the PMP, encompassing all major activities across the technology provider, agency, and contractor scopes of work. Business support teams work closely with the agency project manager to execute and update the PMP as needed. Business support teams help the government oversee the technology provider, internal or external. They verify performance against the integrated PMP, manage risks and issues, and help the agency project manager with course corrections to maintain focus. Business support teams help agencies monitor financial, service level, and other performance requirements for the project.

Depending on the methodology selected, business support teams serve an integral part of the change, sprint/release planning, prioritization, validation, and adaptation processes during the implementation. Business support teams maintain the risk, assumptions, issues, and dependencies log.

Business support teams spend a lot of time on communications. They help agencies create and control the flow of information around the project. Business support teams find and analyze problems, understand project status, create status reports, and develop standard and ad hoc project communications.

Working closely with agency leadership and execution teams, business support teams engage directly with the system provider to aid their team, help ensure appropriate government participation, and aid the government as they provide needed deliverables and content to the system provider.

Regulation Development Support

Business support teams work with the agency leadership to determine if they need to update the regulations. Business support teams help agency leadership understand needs and create draft regulation updates. They elicit and document feedback from appropriate stakeholders on the draft regulation changes. Business support teams help agency leadership with reviewing and incorporating feedback, and assist with creating final regulation language.

Business Process Management and Redesign

Even the smallest technology changes require process tuning. On a large-scale system implementation, agencies can expect hundreds or thousands of process changes. Business support teams help agencies assess the current state, design the target state, document gaps, and recommend practical solutions for the differences. Unlike typical process redesign teams, business support teams emphasize real life solutions and workarounds that agencies can actually implement.

Business support teams use a variety of tools including source document review, process mapping, stakeholder interviews, facilitated exercises, and industry expertise to create tailored deliverables for agencies that fit right into technology provider needs.

Business Requirements Support

Business support teams identify and collaborate with agency benefit recipients, agency users, industry partners, and other affected stakeholders to understand their needs. Business support teams facilitate focus groups or use other appropriate techniques to engage in a collaborative and exciting way with the stakeholders.

Business support teams apply knowledge of technology options and agency objectives to gather and document business and user requirements from project stakeholders. As part of vendor selection and system definition, business support teams perform additional requirements definition. Business support teams use expert facilitation techniques to elicit and refine stakeholder requirements in a format and frequency defined by the government, and coordinate with agency staff to validate requirements against project constraints before producing business requirements documents.

The requirements can include application, interface, and reporting requirements. Business support teams help ensure delivery of reports that incorporate old and new data, and that the reports are fully tested and available at go-live. This area is frequently overlooked or left to the last minute.

Business Partner Onboarding Strategy and Execution Support

Agencies often have industry partners who perform delegated duties on behalf of the government. Business support teams work with industry partners and agency leadership to develop strategies, approaches, and plans for a successful implementation. Business support teams leverage industry knowledge and technology implementation best practices to develop the partner implementation plan. Business support teams support the agency with plan execution including interactions and agreements with industry partners. Business support teams work collaboratively to define creative strategies that help agency leadership reduce risk and successfully transition the business partners to the new environment.

Organizational Change Management

Business support teams provide organizational change management services to engage with stakeholders and prepare them for the new environment. Business support teams prepare a stakeholder management plan and help agency leadership implement and adapt the plan. Business support teams also support the agency with stakeholder communications throughout the project lifecycle, with a focus on maximizing awareness and acceptance of both the technology implementation and its associated policy and procedure changes.

Business support teams update existing procedure guides for application users and develop a training curriculum and training materials based on the updated guides. Business support teams deliver “train the trainer” training, and provide subject matter expertise support while the agency’s trainers deliver training to end users.

Business support teams facilitate sessions with relevant stakeholders to develop, seek approval, and launch new operational metrics for agency management.

End User Acceptance Support

Business support teams help the agency accept the solution and coordinate user acceptance testing. Business support teams work with end users to verify the solution throughout the development process, not just at the end. Business support teams help ensure continuous end user involvement and business validation. This includes recruitment, selection, and training of acceptance testers; subject matter expertise support for testers during test execution; and documentation and communication of acceptance testing results.

Transition and Post-Transition Support

Business support teams provide conversion/transition and post-transition support services to facilitate a smooth transition to the new solution. Business support teams work closely with the solution provider and agency technology teams to develop a conversion plan that identifies tasks required for a successful conversion of data from the existing to the target solution. This includes data cleanup and mapping along with a plan for parallel processing of data and for reconciliation to ensure that the data is accurately mapping to the next-generation solution. Business support teams help the agency oversee implementation of the conversion plan and assist with managing issues and risks.

Business support teams also provide business unit help desk support during the transition period following go-live to help end users with questions and triage/funnel true technical issues to the technology provider. Business support teams coordinate with the technology provider to prioritize issues and track issue statuses, and provide information back to end users as needed until issues are resolved.

Domain Specific Data Analytics

Business support teams work with agency leadership to develop a data analytics framework to provide insight into agency mission and performance, operations, and risk. In conjunction with big technology projects, agencies frequently want analytics that will allow them to better understand the value they deliver to benefit recipients, increase their ability to explore, analyze, and justify policy scenarios, and to better understand and manage risk. Business solution teams develop business requirements specifications that agencies can incorporate as part of the solution, either in part or in whole. Like reporting, technology solution providers frequently overlook or underserve this area.

Key Personnel Experience Requirements

Personnel experience is the most significant factor for enabling successful advisory services. Successful business support teams should have hands on experience with, and understanding of, the agency’s mission, objectives of the technology implementation, and the perspectives and needs of the industry partners.

  • Knowledge of the existing agency technology environment.
  • Experience planning and successfully executing large conversions.
  • Knowledge and experience with agency policies and processes.
  • Experience writing and successfully achieving publication of federal regulations.
  • Experience managing commercial software products.
  • Knowledge and experience with agency system interfaces and the technology ecosystem.
  • Experience working directly with service bureaus for data integration.
  • Facilitation and stakeholder management expertise with teams of at least 50 team members.
  • Experience writing and approving software requirements for large federal systems.
  • Offsite planning and execution for user acceptance testing of agency specific systems.
  • Prior experience implementing large numbers of industry partners at the agency.
  • Prior experience rolling out servicing industry wide program changes on a national basis.
  • Prior experience developing data and analytics software requirements through prototyping.
  • Direct experience conducting system and user acceptance testing of domain specific data and analytics systems. 

The mortgage servicing industry remains a challenging environment. Servicers must provide a high level of customer service, maintain compliance with rigorous and constantly changing regulations, and maintain a low cost of servicing per loan. These challenges can make it difficult to evolve and adapt to new technologies. This document addresses some of the key issues that servicers face today across the mortgage lifecycle and best practices successful servicers use to manage these challenges.

Practices and Struggles along the Mortgage Servicing Continuum

We address the primary areas across the mortgage lifecycle to include core servicing, loan administration, loss mitigation, foreclosure, bankruptcy and claims.

Servicing Themes

We have observed five areas where most servicers struggle today: the digital customer experience, digital transaction management, servicing system optimization, application integration, and reporting and analytics.

Digital Customer Experience

Customers today increasingly expect fully digital interaction with financial institutions. According a study by Accenture, over 20% of banking customers are now “digital only”, having used only web or mobile interactions to interact with their financial institution in the past six months.

The 2014 Cornerstone Performance Report notes that leaders in this space focus on creating deeper digital customer relationships with mobile functionality being paramount. Servicers should proactively seek new ways to engage customers online with new features and channels.

Phoenix helps clients design and launch web and mobile solutions with a modern, responsive user interface and real-time integration to existing client-server and mainframe applications. These solutions are often architecturally challenging and require leadership and coordination to deliver. We work with your teams and vendors to design and launch responsive customer products.

Digital Transaction Management

Paper-based transaction management has inherent problems including human error, lack of visibility, limited control, and lack of security. When servicers combine those problems with high volumes and the need to shorten timelines at reduced cost, the challenges mount. Add to this the absolute need to achieve regulatory compliance and this becomes one of the servicing communities’ largest, most visible challenges.

A way to achieve efficiencies is to move away from paper to digital processes. Many industries have adopted this new way of doing business because companies see benefits immediately.

DTM uses software and services to digitally manage a wide range of document-centric business processes involving people, documents, data and transactions. The vision for DTM is to automate workflow, manage the creation and assembly of data and documents, and enable parties to securely sign a document. DTM collects digital agreements, proves identities for all participants, and integrates applications and document sources. The resulting environment provides an audit history and a centralized secure transaction center.

Phoenix consults with servicers to develop the DTM approach. We work with you to perform a current assessment of your environment to develop your current digital footprint, desired state, and approach to bridge the gap.

Servicing System Optimization

The per-loan cost of industry leading servicing systems is often one of the highest individual expenses for a servicing information technology (IT) organization. It is critical that this expense delivers the maximum possible value. However, we find that servicers are unaware of many of the core capabilities provided by their servicing system, or have configured it in a suboptimal manner, causing inefficiency or redundant technology expense.

The 2014 Fannie Mae Servicer Total Achievement and Rewards (STAR) Best Practices study states that ongoing quality reviews and management oversight of how the servicing system is being used is critical. This proactive approach results in quick identification of a suboptimal setup or improper use of the servicing system.

Phoenix team members know the capabilities of leading servicing systems – including built in automation, workflow, reporting, and integration functionality, and can help your servicing operation realize significantly more value from your servicing system expense.

Application Integration

A modern servicing technology environment is a complex, heterogeneous environment made up of applications, databases, and document repositories from multiple vendors hosted on a variety of technology platforms – web, mobile, client-server, mainframe et al. While many of these platforms support modern integration paradigms like application programming interfaces (APIs), messaging, and web services, many do not. These systems often rely on integration techniques such as file extracts, extract, transform, and loan (ETL), and electronic data interchange (EDI).

Cornerstone noted that market leaders evaluate their own operations across functions to find ways to become more efficient. Evaluating integration points is the next steps to identify gaps in services and data that hinder your teams from working efficiently.

Phoenix team members have significant expertise at integrating these disparate systems. We know what technologies are available, and what integration paradigms are better for your environment and business requirements. We help you design integrated architectures that provide synchronized data and status across your application portfolio using cost effective and reliable technologies.

Reporting and Analytics

Running a successful mortgage servicing business requires timely access to accurate data from across the servicing continuum. Unfortunately, this data is often stored in siloes – internal databases, proprietary application databases, and data marts spread across the operation. This makes it difficult to provide the dashboards, reports, and proactive monitoring that your business users need.

The best practice, although rarely observed, is for servicers to implement and use a single enterprise data warehouse with multiple data sources normalized into a standard data model. This should be integrated in near real time, as appropriate based on business needs, and should include pre-defined queries and aggregations meeting frequently needs.

Phoenix team members have expertise designing data models for the mortgage servicing and default space and mapping and integrating data from disparate systems. We have experience building compelling dashboards, reports, and analytics using tools such as Business Objects, Cognos, or Tableau that can provide your internal customers with a 360°, real time view of their portfolio.

Core Servicing

Loan servicing is the management of a loan from the time the proceeds are dispersed until the loan is paid off. This includes customer service, management of payments, taxes and escrow, outbound mail campaigns, statement preparation and collections.

Core servicing is customer facing and differs from the more administrative or “back office” functions in loan administration. The nature of the challenges for each group differ.

For core servicing, the key focus is the customer experience. Successful servicers are moving towards a more digital customer experience and allowing customers to access payment and statement information online.

Phoenix supports servicer design and launch of development of mobile and web applications to improve end user experience and self-service capabilities.

Loan Administration

Loan administration focuses on loan onboarding, document management, physical storage management, and other servicing functions including loan transfers, assignments, and lien releases. Document management includes the functions of imaging, classification, execution, and recordation.

Smooth onboarding – the process of moving a loan from origination to servicing – is a complex process that typically involves multiple systems with inadequate integration and paper intensive processes. In addition, servicing can inherit compliance problems left over from originations.

Figure 1: Technology Gaps Disrupt Customer Experience. As a loan moves across the continuum, servicers store and manage customer data in multiple systems. This creates gaps that impact the borrower experience. Phoenix works with servicers to identify gaps, design application and process improvements, and improve your ability to demonstrate compliance.

Phoenix provides consulting services to define and document detailed requirements for how you can leverage DTM technology within the post close space. This includes the execution and delivery of lien releases, foreclosure-related documents, assignments and modifications.Moving towards digital transaction management (DTM) and the use of an eVault can resolve some of these challenges as data and documents start electronic and remain electronic throughout the mortgage lifecycle. This model also provides electronic evidence to include documents, the original source XML data corresponding to each iteration of a document, rules executed against data at a point in time, and electronic date and time stamps.

Loss Mitigation

Loss Mitigation encompasses actions taken by servicers to avoid foreclosure. Home retention options include repayment plans, special forbearances, and loan modifications. Alternatives to foreclosure include compromise or “short” sales and deeds-in-lieu of foreclosure.

Though default rates continue to decline, the cost to service a loan is still largely influenced by the continued high cost of default servicing due to constant change and increase in regulatory scrutiny. Servicers report that the rate of audits, and the corresponding cost of compliance, has continuously increased over the past five years. This scrutiny is most heavily focused on default servicing – specifically the early default functions within loss mitigation.

In addition to the sensitivity surrounding these functions, we find that many servicers use homegrown tools and applications to support these areas – leading to both high IT expense and acute compliance risk.

The 2014 Fannie Mae Servicer Total Achievement and Rewards (STAR) report states that the use of dynamic scripting to obtain borrower information and decisioning tools enables servicers the ability to provide on the spot solutions to borrowers. This concept is echoed in the 2014 Cornerstone Performance Report for loan origination. The STAR report also highlights that the use of workflow tools is critical as it helps prioritize and improve chances that the borrower can be helped at the earliest stages of delinquency.

Phoenix team members have built multiple solutions to support early default. We believe that the two most critical gaps in this space are workflow and automated business rules. Workflow helps you confirm your teams complete tasks consistently across your operation. Clearly defined business rules, ideally using a commercial business rules engine (BRE), codify key business decisions such as underwriting, and more importantly, demonstrate to regulators that you are making those decisions correctly and consistently. We can help your organization interpret regulations, understand the workflow and rules required to implement them, and deliver those capabilities to your business.

Foreclosure and Bankruptcy

Prior to initiating foreclosure, servicers conduct pre-foreclosure functions to determine if they have exhausted all options for loss mitigation and confirm compliance. Servicers must thoroughly evaluate the loan for conformity with statutory, investor, and federal regulatory requirements or moratoriums. As an example, servicers must ensure the borrower is not protected under Servicemember’s Civil Relief Act (SCRA). Once the servicer completes the pre-foreclosure evaluation, servicers can proceed to foreclosure. This review process is frequently dependent on a committee and a manual checklist.

The foreclosure process starts with the issuance of a notice of default (NOD) to the borrower and goes through the foreclosure sale. Bankruptcy can interrupt the foreclosure process at any time and depending on the state and court requirements, may require the foreclosure process to start over.

Most servicers use workflow technology and business rules automation to drive down costs, reduce risks, and create supportable audit trails. The most effective use workflow data to continuous identify and resolve bottlenecks, incentive and reward high performers, and shift needed resources to support critical initiatives.

In addition, use of solutions such as bankruptcy monitoring, referral automation, and bankruptcy workstation set up, helps servicers automate high risk, manually intensive processes.

The Phoenix Team understands current bankruptcy and foreclosure technology. With several years of experience managing solutions used by several mid-size to large banks and servicers, our team provides business and technology insight to implement, integrate, and optimize foreclosure and bankruptcy workflow and automation solutions.


Claims remains the “long tail” of the mortgage servicing default crisis, with claims volumes that continue to exceed normal expectations. The ability to file claims timely and integrate directly with government sponsored entities (GSEs) and investors reduces financial losses associated with missing submission deadlines or incorrectly filing claims. Gathering fees and costs and correctly accounting for them on the claim is important and we see servicers leaving failing to capture all costs at time of claim.

Despite the need, commercial product selection is limited, and servicers continue to rely on home grown systems and manual processes that are expensive and prone to costly failures.

Successful servicers implement workflow and business rules to ensure timeline compliance to minimize potential losses, and create robust bidirectional integrations with GSEs and major investors to reduce manual effort and risk of mistakes.

Phoenix team members understand claims processes and existing commercial applications. We focus on helping our clients understand their requirements, choose a platform, and successfully migrate their in-house systems and manual business processes without business disruption.

Technology Solutions Applicable Broadly Across Servicing

Phoenix professional services enable servicers to improve their information technology performance, take advantage of their existing technology, and adapt to new technology innovations.

Implementation and Conversion Management

Our clients and partners tell us that the cost, stress, and risk of major systems conversions is a main reason that they are unable to modernize their technology platforms. Planning a successful systems conversion is a multi-faceted problem that includes planning, creating the requirements specification, defining the conversion business rules, converting application data, migrating existing integrations, migrating accounts and privileges, and training large numbers of users. Planning and executing a successful conversion with limited application downtime is one of the most challenging and risky projects a technology team can undertake.

Phoenix team members have led many of the largest conversions and implementations in the mortgage servicing and default industries. From years of working on conversions for top 10 banks and servicers, we have developed processes and techniques for planning conversion activities, mapping and translating complex datasets, and transitioning users with minimal pain.

Application Lifecycle Management

The ability to deliver high quality solutions to your business customers within a limited budget, and on an aggressive schedule is a key criteria used to evaluate a CIO and IT organization. New methodologies like Scrum, DevOps, Test-Driven Development, and Continuous Delivery have emerged to help IT leaders adapt and meet these demands, but many IT organizations have yet to adopt them, or have adopted them halfheartedly or incompletely.

Phoenix team members have led large engineering and IT teams in the mortgage industry and have been successful at implementing modern methodologies, deploying innovative tools, and developing engineering leadership. We can help you evolve your engineering discipline and build technical leadership within your organization through training and mentoring programs.

Product Management

Internal mortgage IT organizations often lack product management as a mature internal discipline. Strong product management leadership ensures that your IT efforts remain closely aligned with business strategy and needs, and work is selected and prioritized to maximize business value, and that distractions to the engineering team are minimized. This leadership is in short supply in IT, and it often leads to churn and lack of focus.

Phoenix team members have managed product strategy and execution for some of the largest and most influential products in the mortgage servicing industry. As consultants, we manage product pipelines for our customers, ensuring that work is focused on the initiatives that will deliver the most strategic value and that the products that are developed are user centric and meet the business requirements.