A platform approach aims to empower loan officers and challenge industry norms.
New entrants over top producers
A widening gap between what loan officers need and what the market provides has forced firms to rethink strategy. Loan Factory has made a bold bet that newcomers can outpace established producers with the right tools. “As long as you work hard, as long as you care for your client, you're going to be successful,” he said.
Recruiting experienced, high-volume loan officers proved slow. “They are doing well, they are successful, they don't want to change,” he said. That hesitation pushed the company to focus on a group often overlooked by competitors. “We started out in the game late,” he said, noting that the company had almost no loan officers until three years ago. Expansion has been rapid. “Now we have 2300 loan officer within two years,” he said. The surge required building infrastructure capable of supporting a fast-growing workforce rather than depending on a handful of elite producers.
Building a platform, not a star roster
Loan Factory’s message to recruits centers on platform strength, data access, and pricing transparency. “We build a platform, a marketplace with over 240 lenders. We have the technology that help loan officer to shop around on every single loan to get better pricing,” he said. The company supplements software with operational support: “A rate system, rate technology in place and rate staff who can help close the loan smoothly,” he said.
The approach prioritizes scale over individual performance. Asked how the firm weighs attitude over production, he explained: “Our strategy is to improve our marketplace, improve our platform, make it really… instead of spending a lot of time to focus on one or two or few individual loan officer, we want to focus on building a better platform, better tool, better technology, better pricing, better system for our loan officer.” By focusing on platform capacity, Loan Factory frames recruitment as an open invitation rather than a selective hunt. “We are looking to scale,” he said.
Transparency as a competitive lever
Perhaps the most disruptive element of Loan Factory’s strategy is full transparency on pricing, margins, and lender relationships. “It is a big decision when I decided to show everything to the public,” he said. The company displays extensive information: “We show all the lender that we work with. We show how much we make. We show the pricing of all the lender,” he said. Competitors notice and sometimes respond. “Of course the competitor, they can see that, they can copy from us,” he said.
Some have aggressively mimicked Loan Factory’s approach. “Specifically target Loan Factory,” he said, describing rivals who copied advertising and promised consumers a “little bit better” deal. Transparency, he said, matters more for building trust than protecting proprietary advantage. “If you don't have the transparency, you don't have the trust from the client and you will struggle,” he said.
Impact on market norms
The transparency strategy has already reshaped pricing in certain communities. He pointed to the Vietnamese market, where Loan Factory’s presence forced competitors to adjust. “Vietnamese mortgage broker, they must adapt. They lower their comp in order to compete and survive because Loan Factory is so big in the Vietnamese market,” he said. The firm expects broader pressure on competitors as it scales. “All other mortgage company will have to compete in order to survive,” he said. Consumer behavior is key to this shift: “The consumer are getting younger, they are smarter, they shop around,” he said.
The approach also addresses what he views as systemic overcharging. “Millions of consumer out there have been ripped off by big lender, retail lender or broker who make 2% or 2.75% on every single loan,” he said. (This figure is unverified and should be fact-checked before publication.) Many loan officers, he said, “don't have the heart and the mind to help their clients,” reinforcing the company’s case for building systems that guide behavior.
Scaling for generational impact
Personal production goals have given way to broader ambition. He recounted becoming top producer in his city, state, and country, before acknowledging, “My goal have shifted.” The focus now is on reaching “millions of consumer out there.” He has also considered the company’s future leadership: “I wish of course my daughter to be good and help me accomplish that big goal,” he said.
New loan officers, free from legacy habits, are integral to this strategy. Many can become what he called “a superstar within a year or two.” He concluded: “We want to help a lot of people to save money,” framing the marketplace as a tool that gives borrowers access to fair pricing and reduces friction in obtaining loans.
