We’re witnessing a digital shift in the ARM industry. So, how might you need to staff differently to make sure you can keep up? Jim Beck, COO of MRS BPO, discusses that with Erin Kerr, plus:

• How allowing employees to innovate can lead to big wins in your organization
  
• Where to look for what’s coming next in collections
• What the increased focus on compliance from 2008-2009 can teach us about the current digital transformation

Watch Erin’s interview with Jim here, or read it below.

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Erin:

Hi everyone. And thank you so much for joining me today for another edition of Think Differently. Think Differently is a feature of the IA Innovation Council. I’m Erin Kerr. I’m the Executive Director of the Innovation Council. And I’m here today with Jim Beck from MRS. Jim, how are you?

Jim:

I’m doing well. How about yourself?

Erin:

I am doing really well. Thank you so much for being here with me today. So, Think Differently, as you know, is a series that we produce that features our Innovation Council members. So I’d like for you to introduce yourself and tell us a little bit about yourself before we get into some of the questions.

Jim:

Sounds great. I’m Jim Beck, I’m the Chief Operating Officer at MRS BPO located in Cherry hill, New Jersey. I am a long-term employee of the financial services industry. I think I’ve been in the financial services industry for a little over 20 years now with around 15, 16 years working in collection agencies. And,  I’m excited to be here.

Erin:

Great. And like I said, so happy to have you here, and I think you bring a wealth of information and knowledge, so let’s get into some of these questions. So, if you didn’t have any search engines, how would you research an obscure topic?

Jim:

Well, since I’ve already dated myself, once I’ll date myself again, that I am old enough to have lived before search engines, and before the internet. But you know, historically what I would have said is, you know, I’m a big reader. And so I would do a ton of research on, you know, what has been written about that topic. The great thing about search engines is, you know, whatever was written and published becomes dated very, very quickly. So then, you know, also talk to people and interview people. I think that doing that today is where you can get more current written information, being able to speak to people and get their perspectives is equally important. And I still do that today and would still do that if there were many search engines, but I do remember doing research projects with microfiche and things like that shows that I might be a little bit older than most of our audience today.

Erin:

I wouldn’t be so sure about that, but maybe. So, another question, just generally speaking, is what’s the most innovative decision that you’ve made or your company has made. Can you tell me a little bit about it?

Jim:

Yeah. I feel very lucky to be part of a very innovative organization. So I’ll start with the organization. And I think sometimes when people think through innovation, that it’s like one of those very big words and people really try to think that it has to be something completely groundbreaking. I’d say one of the more innovative things that MRS has done as an organization really comes down to a risk analysis and I’ll explain what that means in a minute. But, you know, we have been for years texting to a large portion of our customer base. And so many people have said, you know, how can you do that? Is there a risk? And we really took the time to analyze what that risk was and come up with solutions that mitigated that risk. And it really boiled down to TCPA and FDCPA risks.

And what could we come up with a solution that mitigated both of those risks and that really, if you think about it in that way, it makes innovation seem a little less daunting. And so I thought that was a great example at the organization. Some other good examples from our organization is our conversational IVR Adam that was kind of spurred from a developer taking a class and learning about creating an Alexa type product. And he brought it into the office and now it’s his full-time job. And he has another developer who works with him and they work on it full-time, but that really came from an employee thinking this would be a neat product for the workspace. And then the last example I’ll give is our agent portal, or I’m sorry, our customer portal that kind of spurred from another employee buying a hot water heater and the experience he had buying that hot water heater and said, well, that would be great for our customers.

And he brought that into the organization and pitched it. And so, you know, none of those were innovative ideas that I personally had, but they came up through the organization and then, you know, I had a part in listening to those ideas and trying to understand what the vision that they were painting and as an executive, helping give them that space to sell that idea and get it through the organization and then champion it once I bought into it and believed in it. And that’s an equally important part  of innovation as well. So none of those three examples, I was the creative mindset behind, but in some of those examples I have helped and then further helped development down the line and, and creating that space was my part in it. And which I think is important for, you know, probably a lot of your audience.

Erin:

Yeah. And that reminds me a lot of the interview that I did a couple of months ago with Michael Meyer. Who’s also at MRS. We talked through how a company can innovate and how important that listening to its employees is through that process. And what you’ve just given us are concrete examples of allowing your employees to innovate and, you know, trusting them enough to run with their innovations. So that’s a great example. So thank you for that answer.

Jim:

Yeah. It’s hard to, you know, just kind of adding onto it, you know, that time in that space, you know, when we have a lot going on, you know, kind of making sure you go back to those roots and, and create. It’s a good reminder for me and for everybody. So, you know, with Reg F coming up right around the corner, and I don’t mean to date your video, but with that coming up very, very quickly, you know, making sure we take a step back to, to also think how we can innovate, um, within our organization, outside of just getting the, the things accomplished for Reg F or whatever projects we have coming up is important. 

Erin:

I think it’s a good reminder for a lot of our audience. You know, we become singularly focused a lot in this industry because of the regulations, but, you know, there’s always that technology solution to a lot of those and keep your eyes open for them. So that’s great. Great advice. Along the same lines, how do you know when it’s time to innovate your business model versus your core products?

Jim:

And I think this is really, you know, so many of these questions can seem so big, you know, especially when you say the term like your business model. Wow. Well, you know, my business is successful today. I don’t need to go and innovate to change my entire business model, but I think you should have a process in place where you’re finding areas where you can pick up efficiencies, where you can, you know, look at things really through two lenses. One, how do you run a better organization and a better business, and can you pick up efficiencies there and then two, where can you make it better for the customers? 

Where can it be easier for them to complete, you know, paying their bill or, you know, making whatever they’re trying to accomplish with their account easier for them to complete. And I think if you really look at your business through those two lenses, you should always be innovating rather than having to make it something so daunting that you need to change your entire business model. And some projects are that big, that will require years of innovation and years of development and work, but some pieces of innovation or making incremental progress and saying, okay, I want to find some way to contact people better. What can that be? It can be, you know, differences in your work schedules. It can be differences in, you know, data you buy. All of that can be, you know, small steps of innovation that I’m a big believer in.

Erin:

Yeah, that’s great. And, not to mention Michael Meyer again, but he had a similar philosophy, so that’s, it’s great to see that the whole organization is thinking in that way. So that’s great. So along similar lines, what current industry problems do you think will require the most innovative solutions?

Jim:

I don’t know if it is a new problem, but you know, the usage of phone has decreased over time, you know, Reg F right here around the corner. So you limit the number of attempts per account very quickly to seven in seven days. And so I do think that how we get more information to our customers and to our clients’ customers than we do today and how we can have that information at the customer’s fingertips is good. The importance of that is just going to keep increasing. I think it has been there and has increased over time, but I think that that’s going to keep increasing as we go. So whether it’s self-service portals, whether it’s the ability for customers to receive information via email or text message and what that information is and the content of those messages, I really think that that is an immediate need.

And then I also think that as these new channels become, you know, and it’s, it’s silly to call them new, we’re talking about innovation and email’s been around for 35 years, but as these channels become more a part of our customer outreach, how do you connect them all and make it really a truly seamless experience for the customer and not just seem like disparate outreaches from, you know, a text message, an email, a call that, that are all different in maybe the person making the phone call doesn’t know that that email happened and what the content is there. So making sure you tie them all together, so it’s one seamless message I think, is critically important and something that, you know, I think in this industry. I’m not positive anybody’s tackled it exactly the way that they want to, but I think it needs to be tackled.

Erin:

Yeah. I think that’s a challenge that many agencies are facing. And even beyond that, some of the collections branches of some of the creditors are facing that as well. So I agree with you. I think that’s going to require a lot of  innovation and brain power.

Jim:

I agree. And I think we need to look at some other industries that have done well, whether it’s marketing, whether it’s in retail, you know, who has done a really good job of you kind of a full end to end marketing or outreach to customers. And, you know, I’m really, really interested in spending a lot of time looking at what’s, you know, what companies have been successful in that, in that way. I know we all have stories where we have pulled up other social media or Amazon and seen that exact product we were thinking about. And how did you know, how did that happen and how do we take some of those learnings into our industry? I really think that that’s what’s next.

Erin:

Yeah. I think you know, none of the problems that the industry faces are necessarily unique. So, you know, I think that’s a great piece of advice. So during the iA Strategy and Tech conference earlier this year in 2021, you said you think the future looks like an investment in your operators, changing from managing output to managing strategic, strategic workflows, being able to analyze data and to turn that into a work strategy that is efficient, strategic and smart. And I want to break that down a little bit further with some more specific questions. So does this shift in mindset that you’re describing change how agencies are hiring and should it, if it hasn’t yet?

Jim:

Absolutely. I mean, at a time where we now have been able to expand our workforce from just where our physical locations are you know, I see you’re at home right now, I’m actually in the office or in one of our offices, but you know, I’m at home, you know, working often and we have the ability to expand that workforce and then also expect get different sets of skills introduced into our organizations. So, you know, it’s starting now. I think our workforce management, our analytics, you know, in that area is going to look very different. You know, some of the things we talked about before. We may be hiring people that are more into marketing than traditional collections. As you know, our number of attempts will decrease. We need to start thinking and investing in different outreach people that specialize in email people that specialize in text delivery.

So I think a lot of the skills that we’re bringing into our organizations will change. I think on the agent side it’ll change as well. I think our agents will go from being just, you know, great negotiators, great follow follow-up, to also having different written skills, different technical skills, working across multiple platforms. You know, you may see an agent that may communicate via email, may communicate verbally and then may follow up with an automatic text sent out. And so there, the agent workforce, I think, is going to change over time. I think we, as an organization have, you know, kind of started on the prior discussion points. And I think we know that the agent piece will change pretty quickly here, but we haven’t mapped out exactly what that looks like yet.

Erin:

Okay. So you covered a lot of ground there. And I just want to make sure that, you know, everyone’s clear. Are there new roles and personnel that agencies need to consider integrating into their operations departments? I know you mentioned workforce management and some of the analytics and marketing, anything else?

Jim:

I think also some BA functions. You know, I think really understanding what the operation is trying to accomplish and making sure that you have the right technical support to do that. And that translation really seems to present itself as a need. I think as an organization, we’re trying to figure out exactly that right setup. You know, there’s a lot of communication between myself and it and our operators and it, and I think really us being able to put those into true requirements, so it’s easier for our IT team to accomplish exactly what we’re looking for is something that we can grow as an organization. I’m sure many in the industry are thinking the same thing as I say it. So, you know, maybe that BA type function in the organization, I think is another one that comes to mind off the top of my head.

Erin:

Okay. Yeah. I think that’s super important as well. You know, as the technical challenges grow and technology becomes more necessary to function, really, especially in light of Reg F, you need people who can speak that language. So, that’s a great point there. And nd then I know you said that you guys have sort of started with the workforce management and the BAs and the PMs. Does it change how you’re training your agents and what new types of training needs to be available?

Jim:

 Yes. And, you know, again,  a lot of the learnings that we had from the pandemic can be translated. We started training or we had a long period of time where we were training people remotely and changing some of what that training looked like, where it was less of a trainer standing right in front of an agent explaining some of those things and more modules that they would take on their own, like some self learning, portions. And I think that that changed our workforce a little bit, in terms of who we’ve hired over the last 18 months or so. And I think that will continue to change. So as we train them, we will start training them on, you know, how, how do you follow up with an email professional, you know, professionally, what can you say in writing that’s different than what you can say, verbally, and in some cases there’s not much many things that are are different.

And then, you know, how do we script most of a written communication that still answers, you know, customer’s questions, whether that’s a chat, whether that’s a text, whether that’s via email. And so I think a lot of training will go into how to use those types of tools and how to use them in a professional and compliant environment.  I think that a lot of it will look very similar, but there’ll be some very, very specific differences there. So I’m excited about it. Like I said, at the beginning of this, I’ve been in this industry for a long time. And, you know, some of the times it’s invigorating to do something different. You know, I’ve been guilty of calling this a horse and buggy industry and I’m excited that that may not be the case, over the next X number of years. So it’s, the agent changes are going to be one of the more exciting ones because we get to even our existing staff, we get to really invest in some different skills for them. And I’m excited about that as well.

Erin:

It certainly seems like we’re in the midst of a pretty big shift in that regard. So it is exciting to watch that happen. And looking into the future a little further, where do you see this convergence of regulations like Regulation F and changing customer behavior leading?

Jim:

In 2008, 2009, you saw a lot of agencies by necessity have to really invest in compliance. And that they did not have a choice but to make that investment. I think reg F is going to almost be the same thing, but for technology and changes in how we contact customers, where agencies will be forced and have no other choice, but to really invest in different outreach, in different staffing and to be able to do that, they know they’re going to have to hire some different people. So I think it all kind of converges where I think that a lot of agencies that have been reluctant to innovate or reluctant to invest in technology will be forced to be successful in the future. And I think that that point is coming right around now. So again, that will force some of the excitement because I think that there are some tools that we could have used in this industry for many years that we didn’t by and large. And I think we will now, and I’m excited about that.

Erin:

And kind of circling back to what we said earlier, none of the problems that this industry is facing are new, and they’re not necessarily specific to the collections industry. So where should agencies look to find what’s coming next in the ARM industry?

Jim:

Yeah. And you can take that question a couple of ways. I mean, I think one thing that I will say is that this industry, when I first got into it, I mean, it’s always been very competitive and still is to this day. But I do think that there are people in this industry that really want to see the industry evolve over time. And there was some, you know, a large list of companies that are open to discussion and, and talking about what they’re doing as an organization. And MRS is definitely one of those. So I would definitely encourage people to look within their peer groups, to find out what’s happening and, and ask some questions there. And then I would also encourage people to look outside of this industry and say, how are other industries, other companies successful in contacting people, in understanding customer behavior and, and really ensuring that they’re doing what they can to, you know, have the most effective outreach that they can. And so, you know, I would ask, I guess, people to look at their peer groups, look at a lot of organizations like yours, then also look outside of this industry and say, okay, how are they doing it? So kind of three spots that I think people should be looking. Not just one of them, but all three.

[Erin]:

I think you’re absolutely right about that. And just a little plug for the Innovation Council since this is Think Differently. If you’re interested in more information about that, I’d be happy to hear from you. So thank you so much, Jim, for all of that. Any kind of final thoughts before we close out? 

Jim:

No, I think we’ve covered a lot and I enjoyed our discussion and it’s always great talking to you.

Erin:

Thanks so much for joining me today. Again, this was an edition of Think differently, and this is a feature of the iA Innovation Council, and it’s been great to have you today, Jim. Thanks so much.

 

 

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iA Innovation Council is a collaborative working group of product, tech, strategy, and operations thought leaders at the forefront of analytics, communications, payments, and compliance technology. Group members meet in person (and lately, virtually) several times each year to engage in substantive dialogue and whiteboard sessions with the creative thinkers behind the latest innovations for the industry, the regulators who audit and establish guardrails for new technology, and educators, entrepreneurs and innovators from outside the industry who inspire different thinking. 

2021 members include:

Regulation F (Reg F) is the most significant change to the ARM industry in over 40 years and the Reg F effective date is coming up in just 15 days. In addition to the regulatory issues created by Reg F, you can also expect that consumer attorneys will file a landslide of lawsuits to test Reg F’s limits.

By now, you should already understand how your operations will be affected by every section of the new rule, including the model validation notice, communicating with consumers, call volume / the 7-in-7 rule, limited content messages, text and email, credit reporting, disputes / requests for validation, and more. But, the rule is really big and complicated and not every company is ready for the implementation deadline.

Are you ready for the Reg F final rule deadline? If not, you can still take these critical last-minute steps to help minimize your risk and safeguard your operation. 

Let’s get right to it. Here are the top 3 things you can do to prepare for Reg F quickly and protect your company from regulatory actions and lawsuits:

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1. Triage Your Plan

There is almost no time left to get ready for Reg F, so at this point, you should be in triage mode, taking care of what is most important for your company’s safety.  Look at your business model. Which parts of Reg F apply to your business today and which don’t. Decide what needs to be addressed right now and what can wait. Where does your company face the most exposure, where is it limited? This should not be a prolonged exercise; truly treat it like triage. Some Examples:

• Are you texting and emailing today? If not, don’t start until after you have the rest of your compliance for Reg F in effect. 

• Are you making outbound calls or credit reporting? If not, don’t start until you can be Reg F compliant (note: credit reporting and outbound calling are addressed below). 

2. The Model Validation Notice:

Reg F provides a model validation notice and states that if you include all of the items required by the Model Validation Notice (MVN), your company will have a “safe harbor” indicating compliance with the rule. The word version and other formats available are here. To use the safe harbor protection of Reg F, initial notices should be updated to mirror the MVN (yes, including the tear-off portion and the state disclosures on the back).  While the rule says that “substantially similar” modifications will receive safe harbor protection, “substantially similar” is a nebulous term. Rest assured, if consumer attorneys receive a letter that doesn’t match the MVN, suits will be filed. 

All of the requirements for the MVN are set out in Reg F. Some of the more prominent examples of information required by the MVN are as follows: 

• The Itemization Date.  As we explained in this article a few weeks ago, this is one of 5 specific dates that will come from your client in most circumstances. Note that “other” is not part of the allowable dates; the Itemization date is these five dates, and these five dates only. Thus, regardless of any rumors you’ve heard, you cannot use the placement date or any other date you may think may apply.  

• Note: I heard anecdotally last week that someone was planning on using the effective date of Reg F as the itemization date. This is an extremely dangerous suggestion, and this approach could not possibly be less compliant with Reg F. I have no idea where this idea originated, but if you want to avoid class-action lawsuits, do not do this.

• The Itemization of the Debt: this must run from the itemization date. Your client should provide you with a complete itemization of all transactions since the itemization date.

• The Validation Period. The Model Validation Notice requires you to notify the consumer of the date the Validation period will end. Per Reg F, this is considered to be five days, excluding weekends and holidays plus the 30-day dispute period. 

Need examples or more details on any-of-the-above? Get them in How to Implement Reg F in a (Very) Short Timeframe – a Roadmap from iA.

3. Procedures to capture inconvenient time/place notifications:

This applies to all entities which speak to consumers, regardless of whether they make outbound calls. Reg F highlights that consumers can designate a time or place as inconvenient or even go so far a’s to say, “I can only accept calls between 2-3 pm on a Tuesday.” Any entity that speaks to consumers via inbound or outbound calling should be prepared to capture and abide by calling time requests made by consumers.

Honorable Mention:

Credit Reporting: if your agency is credit reporting and you are not ready to comply with Reg F’s notice requirements, this should go in the #3 spot above. Reg F prohibits debt parking, meaning delinquent debt cannot be reported unless specific criteria are followed. If your company isn’t prepared to comply, legal advice should be sought immediately. 

7-in-7 rule: If your company makes outbound calls, it should have measures in place to abide by this rule. If your technology vendor isn’t prepared to handle this yet, consider manually tracking via status code. 

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Looking for more details on the 7-in-7 rule, credit reporting or any other aspect of Reg F? Get them in How to Implement Reg F in a (Very) Short Timeframe – a Roadmap from iA.

Do you feel like you’re managing this Reg F implementation on an island all by yourself? Get the insight, interaction, feedback, and answers you need to make your compliance efforts much stronger with Research Assistant. Learn more.

The California Department of Financial Protection and Innovation has published a fourth
round of modifications to implement SB 1235,
the bill signed into law on September 30, 2018 that requires consumer-like
disclosures to be made for certain commercial financing products, including
small business loans and merchant cash advances.  The law contains
exemptions and carve-outs for, among other things, depository institutions,
financings of more than $500,000, closed-end loans with a principal amount of
less than $5,000, and transactions secured by real property.  Compliance
with the new disclosure requirements is not required until the DFPI’s final
regulations become effective.

The small number of changes made by the DFPI in the fourth
modifications suggests that the DFPI is close to finalizing its proposal. 
The most significant changes in the fourth modifications concern the
definitions of  “Average monthly cost” and “Estimated monthly cost,” items
which must be included in the disclosures for certain products.

Comments on the fourth modifications are due by November 22,
2021.

CHICAGO, Ill. —  A new report by TransUnion (NYSE: TRU) and
Aite-Novarica Group found that the collections industry is boosting hiring and
technology investments as it transitions into a “next normal” stage.
Approximately seven in 10 collections professionals (69%) said technology
solution spending will modestly or significantly increase in the next two
years. About two-thirds of collections professionals (67%) said employee
compensation will increase in the same time period. 

 

The report, “A Transition to the Next Normal:
The Collections Industry in 2021,” provides the latest annual
look at the trends, challenges and opportunities in the U.S. third-party
collections industry. The report is informed by a survey of 151 third-party
debt collection professionals and interviews with 12 industry thought leaders
conducted in Q2 and Q3 2021.

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The ramp up in tech and employee investments
is occurring against a backdrop of a growing collections employment market. The
number of collections employees is expected to increase to 137,928 in 2021
compared to 134,347 in 2020, though it remains below 2018 levels (139,273).

 

The collections industry is experiencing
modest employee growth even as industry activity slowed in recent years.
According to the report, in Q3 2021, 77.6 million consumers had at least one
collection tradeline, collectively totaling $188 billion in outstanding
balances—a 1% and 3% decline, respectively, from year-end 2020. 

 

“After a better than expected pivot to remote
work and surprisingly good collection rates in 2020, 2021 has brought greater
uncertainty for the collections industry,” said Jason Klotch, vice president of
third party collections in TransUnion’s diversified markets business. “While
collections performance continues to be a bright spot, particularly for larger
companies, reduced account volumes, a changing regulatory environment and
shifts in the consumer credit market are among the challenges the industry is
facing today. Companies, though, expect more accounts to be placed in
collections in the coming year and investing in new technologies and employees
is critical for the anticipated volume increase.”

 

Technological advancements key for future of
industry

While letters and phone calls continue to be nearly universal
approaches for collectors communicating with consumers, the use of text
messaging has become more common. More than three in 10 respondents (31%)
reported that their company uses this channel today compared to 22% in 2020 and
16% in 2019.

The report also found that use of technologies such as online
payment portals has multiple benefits: 1) they may be preferable to certain
customers who do not want to have a human interaction and want to deal with
their debt at a time of their choosing; 2) this service is beneficial due to
the limitation on outbound telephone calls that will take effect with the implementation
of new regulatory requirements.

While certain technological tools have been adopted somewhat
uniformly across the industry, others are far more likely to be in use at
larger companies. Medium and large companies have similar adoption rates for online
payment portals and predictive scoring tools and at generally much higher rates
than smaller companies.

Larger Collections
Agencies More Apt to Use New or Recent Technologies

Employees will be a major differentiator

Advancements in technology have also allowed
more employees in the collections industry to work from home. More importantly,
this practice could help companies retain more of their top employees. Since
the onset of the pandemic, 87% of larger companies represented in the survey
had collection agents shift to remote work compared to 43% for smaller
companies.

 

Companies that shifted to a remote working
environment in response to the pandemic largely expect to continue to offer at
least some degree of remote work in the future. This most often takes the form
of a hybrid arrangement, rather than never going in to the office. As one
interviewee in the report noted, “Unless there’s a regulatory or client-driven
requirement to be in the office, most companies appear to be okay with some
sort of hybrid model.”

 

Nearly two-thirds (64%) of companies are either
considering or already offering remote work arrangements for new hires. This
consideration of remote work is distributed among a variety of roles, including
collection agents. The main reason companies are considering remote working
arrangements? Approximately 71% say it is to attract better applicants and 62%
say it is to increase employee retention. One-third (33%) said it was to reduce
costs.

 

“The last two years have proven how resilient
the collections industry can be, and as account activity increases it is clear
that the agencies that are investing in technology and talent will be best
prepared when the market shifts,” concluded Klotch.

 

To download the full report, please click here.

 

About the report

 

Insights on the challenges, trends, and
innovations occurring in the third-party collections industry are informed by a
quantitative survey of third-party debt collection professionals conducted in
Q3 2021. A detailed look at the composition of survey respondents is provided
in the appendix. Survey results are representative of the market at a 95%
confidence interval with an 8-point margin of error. This is the third annual
survey of the third-party collections industry conducted by TransUnion and
Aite-Novarica Group. The full report is available here.

 

About Aite-Novarica Group

 

Aite-Novarica Group is an advisory firm
providing mission-critical insights on technology, regulations, strategy, and
operations to hundreds of banks, insurers, payments providers, and investment
firms—as well as the technology and service providers that support them.
Comprising former senior technology, strategy, and operations executives as
well as experienced researchers and consultants, our experts provide actionable
advice to our client base, leveraging deep insights developed via our extensive
network of clients and other industry contacts. Visit us on the web and connect with us on Twitter and LinkedIn.

About TransUnion (NYSE: TRU)

TransUnion
is a global information and insights company that makes trust possible in the
modern economy. We do this by providing an actionable picture of each
person so they can be reliably represented in the marketplace. As a result,
businesses and consumers can transact with confidence and achieve great things.
We call this Information for Good.®

A
leading presence in more than 30 countries across five continents, TransUnion
provides solutions that help create economic opportunity, great experiences and
personal empowerment for hundreds of millions of people.

http://www.transunion.com/business

Bob Deter, VP of Business Development at Crown Asset Management, has been in the industry for a long time. Check out our Think Differently interview with him, where he discusses how best to find a partner for debt sale, plus:

• The optimal time to sell accounts
  
• What makes a debt buyer stand out in a crowd
  
• How to calculate the value of your portfolio

Watch Erin’s interview with Bob here, or read it below.

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Erin:

Hi everyone. And thank you so much for joining today’s edition of Think Differently. I’m Erin Kerr. I am the Director of Content for iA Strategy and Tech, as well as the Executive Director of the Innovation Council. Think Differently is a feature of the Innovation Council. And today I’m here with Bob Deter from Crown Asset Management. Bob, thank you so much for being here today.

Bob:

Yeah, thanks for having me here. And I appreciate the time to chat with you and share some information.

Erin:

Yeah, absolutely. I’m really excited because this is not an area I know a ton about. But why don’t we start with you telling us a little bit about yourself?

Bob:

Absolutely. I have been around the industry for 33 plus years. Always in some sort of a collection recovery focus. I started my career at Discover Card. I ultimately spent 17 years there, beginning in collections and ending my time there managing and running their debt sales. From there, I moved over to the purchasing side of the industry and that was about 16 years ago. After that, I spent several years managing regulatory compliance and most recently I have gotten back into the space that I really enjoy and that’s the debt purchasing and sales space. And I currently serve as the Vice President of Business Development for Crown Asset Management. You’ll probably hear me refer to ourselves as CAM later on.

Erin:

Great. And I am going to take the opportunity to also refer to you guys as CAM  going forward in the interview. It sounds like you’ve been around a while. You have great experience from both the issuer side and the buyer side, and it sounds like you really love what you’re doing. So can you tell me why you love it so much?

Bob:

Yeah, I do. I’ve always enjoyed the relationship building that comes with the purchase and sale type of transactions, but, you know, and in particular, when you can work for a company like CAM where we’ve got good leadership and look, I’m not saying this is exclusive to CAM, right, but in the industry, but in particular, I’m really happy to be in a position where we’ve got a leadership team that is focused on building long-term partnerships, providing, exceptional ease of doing business with our clients and all of our partners and you know, where we have a really talented people. I’ve been around for a while. There’s a lot of talent in the industry and I’m just thrilled to be back in a position where I can meet with those folks and network with those folks.

Erin: 

Yeah. And that’s great. With all these experiences that you have, if you were talking to someone who was thinking about maybe selling, you know, someone on the seller’s side, what would you tell them to look for in a partner there?

Bob:

Yeah. You know, I think it’s important to look for a partner that does provide you an ease of doing business. Somebody that’s going to protect your brand as well, you want somebody that’s got a team with a wide variety of experience. So, our team is an example. We’ve got experience in everything from investment banking and advisory roles to commercial and capital markets, mergers and acquisitions, and experience selling accounts. We’ve got part of our team that has been in the executive seats of collection agencies and all of that combines to allow us to understand the entire business from a very unique perspective. So you definitely want to look for a partner that’s got a well-rounded background.

Erin:

Right. And that makes a lot of sense. But going back to one of the first things you said there, what do you mean by ease of doing business and brand protection?

Bob:

Yeah. That’s a great question. So you want somebody who’s got a team that is going to not just work to meet service level expectations, but also to minimize the efforts that you, as their partner, have to put into everything from the transaction itself to post-sale support. You know, I mean, having contracts in place to govern the transaction is a must. But you want a team that’s going to actively look for ways to improve the experience, to make life easy for you. It may just be some simple automation that they can provide you, it could be taking on a few analytics tasks. But you want to find somebody that’s got experience and a relationship that’s going to benefit both of you, no matter how easy it is to conduct a transit action, if your brand isn’t protected, it doesn’t mean a lot, right? So find somebody that’s got, you know, an operational team and a compliance team that will work together to develop service level expectations of their, you know, their servicing partners. And it’s going to be able to, you know, audit and oversee those expectations, not just from the operational standpoint, but also from the compliance standpoint. Right? So that you can ensure that the customers that are being served are being treated with dignity and fairness.

Erin:

Thanks for explaining all that. And that might be obvious to some of our audience, but it wasn’t super obvious to me. So I appreciate you going through that. You must see many different collection and recovery strategies being implemented by issuers before they sell their accounts. What do you think is the most effective strategy?

Bob: 

Yeah. You know, often when you hear that question, people shift their mind to things like, should I sell my accounts at the point of charge off, or place them with agencies first? How long should I leave them with agencies? Should I scrub the accounts or let my partner do that? You know, all of those things are really important considerations, but I think the best answer to the question is very simply: flexibility. A collection and recovery strategy that has flexibility is really the best strategy.

Erin: 

So can you tell me a little bit more about, in your mind, what that flexibility looks like?

Bob:

Of course, you know, flexibility is really what enables you to be nimble, to react to any given environment at any given time. What’s best today is not necessarily going to be best in six months. You’re going to want to be conscientious about the structure that you build and the limitations that it has. Now, let me give you an example. If you have a pure agency placement strategy and you’re suddenly hit with an increase in delinquencies, can your current agencies absorb that volume effectively and give the accounts proper treatment, right? What’s your backup plan to effectively manage those accounts in a timely manner? Boarding an agency is a very long process in today’s world, and that’s where incorporating that sales into your strategy can really add critical flexibility. And the example that I mentioned, having a purchasing partner that can absorb a large volume of accounts, really, provides you not only instant cash, but an outlet that ensures the timely treatment that the consumers deserve.

Erin:

Okay. Earlier you mentioned providing partners with a total liquidation strategy. What do you mean by that?

Bob:

Yeah, so what I’m really referring to is an end of the collection efforts, right. You think about, at what point do you, as an issuer, want to stop spending your time on collections and spend your time elsewhere? Or do you want your employees to keep working accounts for an extended period of time? Or would you rather say, hey, you know, we’re at a point where we’d rather shift those resources into preventing our write-offs or managing the growth of performing portfolios, you know, whatever that point in time happens to be, and that sale is a great tool to get that final liquidation and refocus your time and efforts and expenses.

Erin:

So what’s the optimal point in time for an issuer to sell accounts?

Bob:

Yeah, that really depends on the issuer’s appetite for managing in-house collection agents, as well as collection vendors. It also depends on their larger corporate objectives. So in my opinion, and I know this isn’t super specific, but it’s somewhere between the point of charge off and a third agency recall that would put the accounts typically say between zero and 18 months post charge off.

Erin:

Okay. And why is that the optimal point in time?

Bob:

It’s really a combination of price sensitivity and corporate objectives. You know, the older that an account gets, the less valuable it becomes. And once it gets close to the statute of limitations, there’s minimal value. If you’re a huge organization and you have the resources to spend the time and the expenses to put out associated with internal collections or vendor management, you may want to hold those accounts through several agency cycles, but if you’re more cash sensitive or your corporate objective is to grow the portfolio, the profitable portfolio, then you’re probably better off to get the cash from a sale at the point of charge off and reinvest that into the core business.

Erin:

So this is probably a really good time to ask the question that I’ve sort of always wondered, which is how does a seller know what their accounts are worth? Do they just say, hey, at the end of my current agency cycle, I’ve collected X amount of dollars. So I expect the buyer to pay X, like, how does that work?

Bob:

Yeah. It’s not quite that simple, right? So you have to remember to back out  expenses, you know, after all those are things that the buyer is going to have to incur. And remember you want to build a long-term partnership. One that you can both rely on the buyer has to be able to make a reasonable return on their investment, right? They’re not going to be around in the future to continue purchasing your accounts if they can’t make a profit. So, you know, if you collect internally, you’re going to want to consider things like the cost of scrubbing your accounts, both the labor and the hard costs, like the cost of sending letters. So your phone system and things of that nature, those are all expenses that are really going to go away, or at least be drastically reduced when you sell your accounts.

Also, some additional cash that you’re going to put in, you know, than what you would have spent on those items, you’re going to be able to put that to work for you, investing in your core business. And a very important piece is applying a net present value, a reasonable net present value. That’s really where your partner gets their room for profit. You know, again, you can invest that cash. Think of it as, you know, a compounding effect that cash has when you get that invested over time, it’s just going to return multiples of what you get at the actual time of sale. It’s relatively simple math. You just have to include all parts of the equation.

Erin:

Okay. So, as a seller, once you’ve made your decision on when to sell what happens next?

Bob:

Next, you really need to find the right partner. You’re going to want someone like CAM  that’s been around the block. Somebody that’s demonstrated the wherewithal would stand sudden and unexpected market changes. It would take the recession of 2009-2010. For example, it came on fast and it hit people hard. So if you have a partner that can withstand that, that’s a good sign. You want to find a partner, also,that’s developed long-term relationships. If they have long-term relationships, it’s a really good indicator, their willingness to be a true partner, someone that understands how to help you out when you need help. Sometimes there are bumps in the road, right? And you’re going to want somebody that can work with you that has brought industry knowledge to help you get through that and make the transaction successful.

Erin:

Is there anything else that makes a purchasing partner different or maybe stand out in the crowd?

Bob:

Yeah. You know, absolutely. As you look for a partner, remember that both the seller and the buyer are going to want to go through a diligence process. So you’re going to want a partner that, you know, welcomes you to ask questions, frankly, that welcomes you to visit their office and put them through a rigorous review, a partner that’s going to work with you again to ensure that that transaction is successful for both of you

Erin:

And, how can a purchasing partner help ensure that the seller is successful?

Bob:

That’s a really important point. You know, you’re going to want the partner that looks out for you, not just for themselves. I kind of touched on this a little bit ago, but, you know, for example, during the diligence process, expect questions about your partner. You want a partner that’s going to not just take everything as is and run with it, even if they don’t understand it. They’re going to ask you some questions about data points. Can they have additional data points? It’s important for the sellers to provide that information. So the buyer can thoroughly understand the portfolio and work it compliantly after all that leads back to brand protection, right? If they’re not compliant it’s not going to add very much protection for you. I can’t tell you how many times we would ask for even documents and the seller would say, hey, I’ll check on that. And nobody’s asked that before.. And that more often happens with new sellers, but they’re usually glad that we brought it to their attention and explained the value and importance that it has. Maybe just another quick example, you should expect edits on your purchase and sale agreement. We have had before, you know, we would ask for something and the seller would literally look at that and go, hey, that’s a great idea. You know, that actually adds protection for us as well. So you want that kind of a partner. If they’re not asking questions, then I’d be a little cautious.

Erin:

Yeah. Definitely makes a lot of sense. So, given all of that and everything you’ve shared, what do you make of what has been described as a kind of crazy collections and recovery environment over the last 18 months? I mean, it’s been a crazy environment generally, but specifically in collections and recovery.

Bob:

Yeah. It has been crazy. I would just say, this too shall pass. It’s certainly not what most of us expected at the onset of the pandemic. But, it’s going to normalize at some point, you know, without the benefit of the crystal ball, but yet based on a lot of conversation I’ve had in the industry, I would think somewhere in the second and third quarter of 2022, we’re going to see some sort of at least a beginning of normalization in the general marketplace.

Erin:

Okay. Well, that’s comforting, I guess. So thank you so much, Bob. We covered a lot today and I’d like to ask you for one last thought for those that may have not already incorporated debt sales into their collection and recovery strategy, can you give us a quick, just, you know, high level summary of the benefits of a debt of debt sales?

Bob:

In short, that sales provide diversification and flexibility that I mentioned early on, you know, they really allow you to reduce your ongoing capital expenditures that are associated with the FTE and debt collections, vendor management, a sale will allow you to immediately liquidate the high expense and low returning portfolios. You’re going to immediately get the long term value of the non-performing loans. And, you know, perhaps most importantly, you can take your time and expenses at your time and money and shift those to resources that are more strategic to your operation, you know, reinvest those proceeds into a growing portfolio that returns a really nice profit.

Erin:

Well, I think that sums it up really well. And that’s a great piece of advice for anyone in our audience who’s thinking about incorporating debt sale into their strategy. So I really appreciate you sharing that with me as well as everything else that we talked about today. So, thanks again, Bob, for being here with me today for this edition of Think Differently. Again, this is, um, part of the iA Innovation Council.

 

 

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iA Innovation Council is a collaborative working group of product, tech, strategy, and operations thought leaders at the forefront of analytics, communications, payments, and compliance technology. Group members meet in person (and lately, virtually) several times each year to engage in substantive dialogue and whiteboard sessions with the creative thinkers behind the latest innovations for the industry, the regulators who audit and establish guardrails for new technology, and educators, entrepreneurs and innovators from outside the industry who inspire different thinking. 

2021 members include:

The CFPB recently published a new report, “Disputes on Consumer Credit Reports.”  Using
data on auto loan, student loan, general purpose credit card, and retail card
accounts opened between 2012 and 2019, the report looks at the demographic
characteristics of disputers and the outcomes for accounts with dispute
flags.  The report is yet another signal of a likely CFPB focus on
potential violations of anti-discrimination laws not only by servicers of
mortgage loans, but also by servicers of all types of consumer credit accounts.

The report’s key findings are:

• Consumers who had one or more account opened between 2012 and 2019 and had a dispute flag on at least one account of a given type of credit (“disputers”) were generally younger than consumers who had an account opened between 2012 and 2019 but had no dispute flags (“non-disputers”).  The one exception to this pattern is for student loans, with student loan disputers more likely to be in the 30 to 44 age group than the 18 to 29 age group.  The likely explanation offered by the CFPB is that consumers with a student loan opened in their 30’s are more likely to have refinanced or consolidated a loan and such loans may be more likely to have reporting issues that lead to disputes.

• For all four types of credit, disputers were much more likely than non-disputers to have low credit scores when the disputed account was opened.  The CFPB offers several possible explanations.  One is that consumers with deep subprime and subprime credit scores are more likely to experience errors.  Another is that such consumers are more likely to check their credit reports more frequently than consumers with higher credit scores because they are more likely to have a credit application denied and thus also more likely to take advantage of the right to obtain a free credit report disclosed in an adverse action notice.

• Dispute flags were significantly more common from consumers residing in majority Black census tracts compared to consumers residing in majority White census tracts.  The CFPB suggests that the disparity in dispute flags rates by census tract race in part reflects the patterns in credit scores

• After a dispute flag first appears, outcomes vary substantially across different types of credit.  For example, a substantial share of auto loans with dispute flags is ultimately closed, a large share of student loans with disputed flags is ultimately deleted, and a large share of general purpose credit cards has the dispute flag removed with the account remaining open.  Retail cards are significantly less likely to remain open with the dispute flag removed compared to general purpose credit cards and instead are more likely to be closed or deleted

The CFPB concludes the report by commenting
that an important subject for further research is whether the patterns observed
in the report are driven by differences across groups and credit types in the
type or frequency of the underlying issues that result in a dispute flag or
whether they are driven by furnishers’ practices for reporting dispute flags or
responding to disputes.

 

ALEXANDRIA, Va.—Nationwide Credit
Corporation (NCC), an accounts receivable management firm based in Alexandria, VA,
recently made a generous donation of canned foods and dry goods to support the
annual Stuff the Bus food drive in Fairfax County, VA. The food collected will
go toward helping to restock food pantries during and after the holiday season,
as shortages are typically encountered following the holidays each year. This
is an initiative local to NCC’s community and a tangible need, so the team was
eager to get involved and give back. 

“This
is a wonderful annual opportunity to help our neighbors in need. The Stuff the
Bus program is well organized by the county and local nonprofits, so we’re
thankful for what they do to help food pantries receive important assistance.
It’s a pleasure to be able to get involved and stop by the fire department
where the bus is parked to thank the firefighters for their service and deliver
contributions. We had a great time!” shared Phil Rosenthal, President at Nationwide Credit Corp. 

Partners in Change

Nationwide
Credit Corporation has a strong history of partnering
with nonprofit organizations focused on assisting low-income communities with
essential needs and housing. Mr. Rosenthal serves on the A. Heath
Onthank Award Selection Committee for Fairfax County,
a committee focused on advancing and improving public service in the county. He
is also an Appointed Member of the Community Action Advisory Board for Fairfax County, a group dedicated to driving
meaningful change in the community for low-income persons. 

NCC
has deep roots in its community and was originally founded in 1967. Its
leadership believes in corporate social responsibility and staying connected in
the local area. The business has been heavily involved with New Hope Housing, an organization dedicated to ending homelessness and
providing shelter and other services for individuals and families facing
homelessness. They are also official corporate sponsors of FireFighters and
Friends to the Rescue, Food for Others, Elizabeth Dole Foundation, VA hospital
Foundation Galen Society, Bethany House, Second Story, Save The Children, and
Pentagon Federal Credit Union Foundation.

 

Stuff the Bus began in
2011 in response to a critical need to help restock the shelves of local food
pantries after the holidays. This collaborative program is a partnership
between the Fairfax County Government of Fairfax, VA, and local nonprofits. Now
in its 10th year, Stuff the Bus continues to support food assistance efforts
for families and households. Since its inception, Stuff the Bus has collected
over 220 tons of food to feed hungry people in Fairfax County.

About Nationwide Credit Corp

Nationwide Credit Corporation (NCC) is a professional
accounts receivable firm founded in 1967. NCC maintains the highest standards
of quality to provide trusted and proven collection services throughout the
government, utility, health care, and credit union sectors. Today, NCC is proud
of the relationships that they have developed through their devotion to
delivering services and results that are second to none. The company is
headquartered in Alexandria, VA.

In this episode of Executive Q&A, Erin Kerr interviews Sameer Maini about his new venture, Collaborationroom.ai, and how he’s seeking to change the way call center agents work from home. Watch Erin’s conversation with Sameer, or read it below.

Erin:

Hi everyone. I’m here today with Sameer Maini, the founder of Collaborationroom.AI. And we’re going to have a conversation today about how his product has changed the marketplace a little bit, especially when it comes to work from home. So, Sameer, thank you so much for being with me today.

Sameer:

Thank you. And happy to be here and talk about Collaborationroom.AI.

Erin:

Yeah, I’m really excited to hear more about it. So to that end, why don’t you tell us a little bit about yourself and your company?

Sameer:

Absolutely. So, as you said there I’m the founder of Collaborationroom.AI. I’ve been in the BPO contact centers space for about 20 years. And, right now I’m based out of Seattle. A little bit more about the product, Collaborationroom.ai is a patent pending application product built for agent engagement, agent productivity, and compliance. And it’s specifically for contact centers, BPOs, and collection agencies. It’s basically built to enable the supervisor to manage a team as if they were in a brick and mortar facility. When COVID hit, everybody started working from home. So I felt there was a challenge and, you know, I’ve always worked in an office or where there has been a call center supervisor next to me, or I’ve always sat in one of those areas. And I’ve always felt the relationship that a supervisor has with the agent is pretty unique, how they’re interacting, you know, whether it’s looking on an account or getting help or working as a part of a team. And to me, working from home seemed like a challenge when you have agents not there and you can’t engage with them the same way you were. So we decided to build this product and here we are.

Erin:

Yeah. That’s great. And, like you mentioned, most people prior to March of 2020, weren’t working from home and it certainly wasn’t typical to have call center agents working from home. So there have been other products that have popped up since then, because things have changed a lot, obviously. There have been a lot of innovations to help support and train agents that are working from home. So what differentiates Collaborationroom.ai from the other solutions out there?

Sameer:

Great, great question. And so a Collaborationroom.ai is basically a purpose-built solution for contact centers and unlike other tools that are out there. It’s not a video conferencing solution. Yes, there are aspects of video. There are aspects of compliance. As a supervisor, you get to see your agent screen and video in real time. Um, if it’s alright with you, I’d like to share a screen over here and that illustrates what differentiates us from competition, or from other other tools that are out there. So this is me as a supervisor. If this is a team and I’m working with my team, our tool allows a supervisor to basically see if the agent has both screens. For example, [name] is using dual monitors. I get to see a screen one screen two, and as video in real time, same case we have, [name] has two monitors, is sharing a screen.

Not only that, there’s a compliance aspect. I see somebody else also in the image and I get a notification as a supervisor that hey, somebody else is also there, who should not be watching the PII information. So it makes us very unique. Unlike other tools where, you know, you’re basically looking at everybody’s video and watching a presenter, this is a purpose-built tool that provides real time and theoretical feedback on agent engagement, as well as agent enabled compliance. And the results that we are seeing is that agent productivity is high with this tool.

Erin:

Great. Well, thank you for sharing that with me and I can see why that would be really important in an environment where normally your supervisor, it might be like three or four cubicles away from you in this case, they could be, you know, across the state or across the country, even at the rate, things are going. So that’s great. And it seems like that is really the piece that differentiates you guys from like a zoom or teams or Google meets or something like that. Is that right?

Sameer:

Yeah. And then, you know, we also have added features, like a one-on-one coaching thing. So while I’m managing my team, if an agent wants to engage in a one-on-one call with me, just like if you’re in the call center, right. The agent raises his hand, the supervisor walks over, looks at a screen and says, okay, Erin, I see what you’re doing. You know, click here, or this is what you need to do on that account. That is another feature that we have, which other products don’t have. So we’re basically building this product for contact centers, BPOs and collection agencies. This is basically, you know, purposeful product to replicate the workflow that you had while you were in a brick and mortar facility.

Erin:

It seems pretty cool. And you had mentioned when you were showing us the screenshot that there’s sort of built in, controls around privacy. So if somebody walks up behind me right now, and you were my supervisor, you’d get a notification that, hey, someone’s looking over Erin’s shoulder.  There are obviously privacy concerns when agents are working from home, both with protecting consumer information and agents’ home privacy, right? Like I might not want you to see my refrigerator or something like that. So how does your solution approach those types of privacy concerns? 

Sameer:

Yeah. Great question. So for agent privacy, you know, we have enabled background blurring. So an agent, if they decide and, you know, in the screenshot, like who had his background blurred. So if somebody walked behind him, I’ll see that somebody is behind them, but I wouldn’t be able to see what kind of refrigerator he had. So there’s background blurring that we have enabled as a part of the roadmap. We’re also doing custom backgrounds. So those things are there that we are building. Background blurring is in production right now, and agents are using it so they can blur the background. So it’s, you know, nobody can see your couch, your refrigerator, or what’s in the background.

Erin:

Yeah. And the reason I said refrigerator out of all things is maybe some people hang their bills on the refrigerator. Like ,I don’t want them to see my dental bill or something like that.

Sameer:

Those things are there.  Background blurring is obviously there, right? The other thing is we’re not recording video or screen. This is a real-time tool. It’s just like your supervisor is there and you’re interacting with him as if you were working in the call center. Right. So we’re not recording all your activities. This is not big brother at all. This is agent engagement for us, very unique for us.  It’s not like somebody can go back and say, okay  let me go and look at what Erin was doing at that point in time. Yes, we have metadata, but it’s not like we’re recording all your video and audio screens to address some of the privacy concerns that you mentioned.

Erin:

Right. That’s great. Along those same lines, if I was an agent working from home, I might feel like that’s a little bit of an encroachment on my privacy, even though if I’m in the office, obviously there are cameras and supervisors. So how have agents responded to your solution so far? 

Sameer:

Great question. That was one of the concerns I had when we built the product, how will agents take having a camera, being where they work. And the response has been very positive. Part of it is the generation that we have right now, right. Who would have thought if you asked me 20 years ago that I’m going to make videos of myself doing something silly, putting them on the internet, and it’s going to be a big corporation. Tik-Tok probably wouldn’t want to talk about that. Right. But people have become more comfortable with video.  I’ve, even when my gray hair is feeling, more open to turning the camera on and having the dog come in and you know, what have you, so agents are liking that.

Plus the other thing is when you’re working from home and you’re a call center agent, and this is why this is an agent engagement tool, and not a big brother monitoring tool. You don’t want to be on an island, just taking phone calls. You want to feel as if you’re a part of our team. So you’re getting to interact with your supervisor on a one-on-one basis. Right. You’re seeing them. It’s not like somebody is basically monitoring everything that’s going on in your house. This is you working with your supervisor, establishing that one-on-one rapport and building the team environment.

Erin:

And that’s so important, especially in a job like being a call center agent, where it can be really, really demanding and can be a little bit taxing. So that’s awesome. It’s great that they’re having a good experience so far. You you talked a little bit about this when we were talking about the agent privacy, but what else is on your roadmap?

Sameer:

Our philosophy is, if you may say, that we’re going to build the roadmap with our customers. Our customers are telling us features and they’re telling us what they would like to see. So a couple of things that are on our immediate roadmap are what we call the buddy system. So you have a senior agent and you have somebody who’s a new hire, and we’re going to build what we call a buddy system where a supervisor can pair a new hire with a senior agent and the agent can work with a supervisor, just like you were in a call center, right? The new hire comes in, sits behind a senior agent, maybe has a voice splitter going on where he’s listening into the call and also seeing what the agent is doing.

So we’re building that out. We’re also building out right now, a supervisor collaboration room and another hierarchy level where a manager will also be able to interact with a supervisor without having to go from one room to another. So we’re building some of that out from a tech perspective. Obviously, you know, it’s AI, it’s obviously continuous evolution of the models and continuously making them better. We’re enabling object detection with the ability to detect cell phones, which is in beta right now. But there are other things that our customers have said that they would like to see that we are adding to the product. Again, you know, we’re getting all this metadata, which I think is very useful. So we measure agent engagement. How does it translate into production?

So building our APIs that allow the customer to extract this agent engagement data and marry it with their collection platform, CRM platform, to see what the relationship is. Can you predict that Erin is a happy agent and they’ll be there with you longer. Sameer was not engaged, maybe a little disgruntled. And can you predict attrition? Can you predict production? So we’re building those APIs out to give our customers the ability to take this data and marry it with the production data, with their CRM data, and drive their business using the data that we’re getting. So those are the things on the roadmap for us.

Erin:

Wow. So it sounds like it’s really sort of an all-in-one agent training tool and it, you know, in the future it could really alleviate or stop companies from having to pull agents in at all. People can work from anywhere.

Sameer:

Yeah. I think that’s the vision that we have is we feel work from home is here to stay. We feel you know, the industry has changed. We feel people are getting used to it. I personally work from home now and I haven’t been in an office in two years. So I think, it’s basically enabling the supervisors to engage with their teams, allowing businesses to recruit anywhere. Right. I remember in the BPO space, if you had to open a call center, you would do a big survey, figure out where real estate is cheap, where you can go hire people, where the talent is available. And you have to put in a big infrastructure before you could even make one new hire.You’ve got to build a call center, port facilities, all that stuff, circuits. I think the world has become flat. Now, if you may say, and allowing businesses to basically recruit, hire, and, you know, in areas where they don’t have offices. So that’s the vision we have of enabling the business to do so.

Erin:

That’s great. Those are really all the questions I have for you today about Collaborationroom.ai. Do you have any final thoughts?

Sameer:

Well, we’re excited for this journey. We are a young company. You know, we’re excited to partner with our clients and we’re excited to build this product and enable them to go back and do what they were doing pre-COVID but do it while agents are working from home. So thank you.

Erin:

Thank you so much for having this conversation with me today, Sameer. It’s been great to learn more about Collaborationroom.ai, which is a very unique product and not one that I’ve heard of before. Like  you said, it’s patent pending. So that’s amazing. Thanks again for joining us today. And I’m sure I will talk to you soon.

Sameer:

Thank you

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RESTON, Va. —  MRS
BPO LLC, a leading provider of services to the accounts receivables
management industry, has adopted Neustar
Inc. contact intelligence solutions to improve its omnichannel
outreach strategy – increasing right-party contact rates, reducing operational
costs and maintaining compliance in the forthcoming CFPB
Regulation F environment.

 

Neustar Phone
Behavior Intelligence delivers the best time of day and day of
the week to call each consumer, based on when they are most likely to answer,
as well as the best phone number to use when reaching out to each individual.
Neustar also verifies correct email addresses and offers insights into the most
active address for each contact, allowing MRS BPO to quickly prioritize the
best email address to complement their phone outreach efforts.

The Consumer Financial Protection Bureau’s new Regulation F
stipulates that a collector may not place more than seven calls within seven
consecutive days to a single consumer or call a consumer more than once within
a seven-day period after communicating with that individual; however,
collectors may still send consumers SMS and email messages. Communication via
digital channels (when consent is provided) can enable more efficient
interactions, particularly with younger consumers who prefer digital outreach.

“By limiting the number of calls a debt collector may place to a
given individual, the CFPB’s Regulation F increases the value of every contact
attempt and encourages collectors to prioritize accuracy,” said Robert McKay,
senior vice president and general manager of Risk Solutions at Neustar. “This
emphasis on quality over quantity is leading forward-thinking collectors like
MRS to embrace data-driven omnichannel contact strategies. Operationalizing
digital channels to complement the phone channel enables collectors to increase
the efficiency and effectiveness of their outbound communications while also
reducing compliance and financial risks.”

“Consumer information is continually changing, so outreach files
often contain multiple email addresses and phone numbers collected over time.
Knowing an individual’s primary or preferred number and email, and when they
are more likely to be engaged, makes a significant difference in the contact
rate,” said Jim Beck, COO at MRS. “Neustar intelligence solutions will help us
assess and improve the quality of our current consumer contact information,
allowing us to anticipate challenges, implement a more successful omnichannel
communication strategy and increase right-party contact rates while remaining
compliant with regulations.”

MRS immediately saw that 8% of the numbers they were dialing
were dials with a low probability of contacting a customer. Redirecting those
efforts to higher score phone numbers lead to a contact rate increase of 15% in
the first month.

Neustar outbound solutions are part of the TRUSTID Contact Center
Solutions suite. These solutions are powered by the Neustar
OneID identity resolution platform, which gives businesses a single
holistic, connected view of their customers across all communication channels,
both online and offline. OneID continuously corroborates, validates and appends
missing information across customer records, enabling organizations to more
easily reach their customers via the right channel at the right time.

 

For more information about Neustar contact intelligence
solutions for the collections industry, visit https://www.discover.neustar/prepare-for-fewer-collectors-and-more-accounts-contact-request.html.

 

About MRS BPO

MRS BPO LLC is a full-service accounts receivable management
firm that offers pre-chargeoff collection and post-chargeoff recoveries
services to a variety of industries. Founded in 1991, it has grown from a
small New Jersey-based agency to a large market provider with facilities
in New Jersey, Ohio and Alabama, servicing over 60 clients in the
financial services, automotive, marketplace lending, telecommunications, cable
and municipal sectors. MRS has been recognized by many of its Fortune 50
clients for its commitment to compliance, quality and best-in-class technology
solutions. For more information, visit https://www.mrsbpo.com.

 

About Neustar

Neustar is an information services and technology company and a
leader in identity resolution providing the data and technology that enable
trusted connections between companies and people at the moments that matter
most. Neustar offers industry-leading solutions in marketing, risk,
communications and security that responsibly connect data on people, devices
and locations, continuously corroborated through billions of transactions.
Neustar serves more than 8,000 clients worldwide, including 60 of the Fortune
100. Learn how your company can benefit from the power of trusted connections
here: home.neustar.