Robert Bob Warren

Highland Village, TX 75077 (214) 697-7505 robertawarren22@aol.com

Vice President MortgageServicing//Default//CustomerService//CallCenterOps

Call Centers / Startup / Collections / Loss Mitigation / Risk / Modifications / Workouts /Multi-Site /Turnaround / MHA / HAMP/ 2MP/ Mentoring & Training / International / Strategic & Tactical Planning / BK / FC /Scorecards An award winning Vice President of Default Servicing and Call Center Operations and Collections/Loss Mitigation initiatives with more than 20 years of experience, my teams excel in turning operations into exceptional profit centers. Directing domestic and international call centers for industry giants like JP Morgan Chase and Citigroup, implemented best practices and reengineered processes for collections, default servicing and customer service to positively impact the bottom line. A driver of change management, continuous growth, cost cutting measures, and leader of productive teams in multiple facilities. Achieving unprecedented quality standards, I analyzed needs, forecast goals, recovered potential losses and increased customer satisfaction. An expert in assessing existing operations and implementing innovative solutions to improve organizational performance, delivering results by Restructuring operations to maximize effectiveness and reduce costs Implementing best practices for loss mitigation, collections and customer service Developing dynamic solutions in multi-site, domestic and international operations Turning around underperforming business units Designing efficient processes that improve productivity and customer response times With a Bachelor of Arts degree in Communications from Virginia Tech, I am also a graduate of the National Bank Card School of Management and multiple time winner of the Chairmans Forum. Accustomed to high -pressure situations, I continuously demonstrate a proven ability to analyze complex business challenges and develop value added solutions.

Career History and Highlights

Senior Consultant, Newbold Advisors, June 2011-current. Currently engaged in contract with Top 3 US bank, specializing in reviews of mortgage servicing strategies surrounding default servicing (collections, loss mit, foreclosure), policy and procedure, and staffing. Ongoing process reviews resulting in new strategy recommendations. Senior Credit Business Risk Analyst, Fannie Mae, Sept 2010 Jan 2011. Credit Portfolio Risk Management. Reviewing policy and procedure for mortgage servicers, to determine if any gaps exist. Making recommendations to close any noted gaps, and ensure servicer compliance.

Senior Consultant, The LoBue Group, 2010. Contracted by firm specializing in domestic and international financial projects. Completed assignment in Oman, reengineering Contact Center and centralizing collections, recoveries and losses from 125 branch network. Projected and Forecasted new inbound call volume by 30 minute intervals, thus maximizing agent capacity. Created internal reporting for call tracking, by agent/split/skill, allowing proper KPIs to be established. Implemented work flow management to ensure proper staffing levels by intervals, eliminating overstaffing periods. Analyzed with Management the inbound call patterns and volumes to ensure proper staffing by intervals. Established collections and training procedures for newly hired Contact Center collections staff. Established metrics for collections staff in order to measure efficiencies of new staff. Developed initial call scripting for new collections staff.

VP/Collections & Default Servicing, JPMorganChase, 2005 to 2009. Led the overall direction and operational strategy of 750+ employees in three call centers for collections and default servicing division. Met servicing needs, managed delinquency, bankruptcy, foreclosure & losses. Oversaw and managed all vendor relationships for the bankruptcy and foreclosure processes. Oversaw offshore vendor relationships and monthly domestic budget of $5M+. Oversaw operations for the following portfolios during my tenure: Chase Owned Non-Prime, 90k loans, $12bb outstanding; Chase Owned Home Equity, 2mm loans, $115bb outstanding; Chase Prime (owned and serviced) 5.7mm

loans, $950bb outstanding (Fannie Mae serviced: 75,000 loans, $8bb outstanding; FHA serviced: 440,000 loans, $$60bb outstanding; VA serviced: 95,000 loans, $14bb outstanding) Oversaw operations, budgeting and forecasting for 3 Call Centers and ~750 FTE. Participated in monthly credit policy & procedure reviews to ensure proper guidelines being followed. Implemented HAMP, MHA and 2MP modification programs based on government guidelines; ensured proper guidelines and criteria were followed during the underwriting/approval processes. Performed fraud reviews and investigations, and assisted company and law enforcement with investigations. Responsible for all delinquency and loss results for $150B Home Equity portfolio. Performed monthly/quarterly vendor reviews for BK/FC networks. Performed daily/weekly/monthly analysis on potential risks to delinquency and loss plans. In charge of human capital reallocation decisions based on findings. Participated in monthly planning sessions to determine best scoring attributes to be utilized during the credit scoring process. Reviewed all models to ensure proper data utilization. Maximized Efficiencies, Slashing Expenses. Overhead in JPM Cleveland call center was too high and performance was below acceptable levels. Closed Cleveland and reallocated work to Phoenix and Tampa centers . Reduced FTE from 175 to 100 with no degradation of performance. Saved $2.7M in salary. Led Consolidation of Operations, Saving Millions. JPMorganChase acquired Washington Mutual, creating an overlap in call center process/personnel/sites. Closed two WAMU call centers and merged operations into existing JPM call centers. Reduced headcount by 40%, or approx 125 FTE, saving $5M. Implemented Gain/Loss Analysis Process, Reducing Foreclosure Review Time. Potential loan foreclosure review process was averaging an unacceptable 45-60 days. Implemented an expedited gain/loss analysis to determine equity. More efficient review allowed foreclosure process to begin 30% sooner than in past. Opened New Call Centers, Improving Performance. $100B home equity portfolio experienced significant delinquencies. Determined portfolio was severely understaffed with limited calling opportunity due to time zone location. Added sites in Tampa, FL and Dallas, TX ultimately reducing overall delinquency from 6% to 3%. Performed Attorney Quality Control Reviews. Conducted both internal and on site reviews to determine attorney network effectiveness for bankruptcy and foreclosure processing. Ensured adherence to Company guidelines and expectations. Had subordinates perform monthly file reviews to ensure proper adherence. VP/Collections & Default Servicing, CitiFinancial, 2004 to 2005. Oversaw four loan servicing call centers responsible for delinquency and loss control of $5B O/S Unsecured Personal Loan/Retail portfolio. Assessed servicing needs and built and staffed call centers to meet those needs. Responsible for overseeing attorney networks to assist in all collection activities nationwide. Division VP-Default Servicing, Conseco Financial Services (fka GreenTree Financial Services), 1998 to 2004. Responsible for forecasting, delinquency and loss results and budgets for an $8.5B O/S Subprime mortgage portfolio and a $20B O/S Manufactured Housing portfolio. Re-engineered collections/loss mitigation process with staff of 350 FTE. Re-engineered Operations, Reducing Delinquency Rates. GreenTree worked loans with ineffective auto dialer system and minimal risk segregation. Created 'front end,' 'back end, and 'high risk' departments based on risk scoring and loan to value factors. Decreased delinquency roll rates reducing foreclosure referrals $25M monthly. Established Inbound Call Unit. GreenTree had no dedicated ICU, which created an inefficient work pattern as normal outbound calling agents were frequently assigned to assist with inbound collection calls in order to handle the volume. The ICU allowed the outbound agents to increase daily productivity by 22%, thus resulting in lower delinquency roll rates in the 30-120 day buckets. Centralized Bankruptcy, Foreclosure, REO under single department. GreenTree had these departments reporting to Collections. Created specific department responsible for total management of these functions, thus streamlining processes and centralizing similar functionalities. Responsible for all vendor management of these functions, including attorney and realtor networks. Senior VP-Collections, First Plus Financial, 1997 to 1998. Responsible for collections and default servicing in call center supporting 125% loan to value mortgage credit lines. Oversaw staff of 300, while responsible for operational budget and P&L. Extensive experience in bankruptcy processing and loan subordination processing. Responsible for monitoring attorney networks which serviced the portfolio.

VP, Associates Corporation of North America, Collections and Customer Service, 1990 to 1997. Responsible for overseeing call center collections (200 FTE) and customer service (300 FTE) for major credit card portfolio. Budgetary and P&L responsibilities. Assistant VP-Associates Financial Services Recovery Division, 1988 to 1990. Responsible for establishing regional recovery centers throughout United States, to maximize bad debt recoveries. Ultimately, centralized all regional centers into a single national recovery center in Dallas, TX. Oversaw all regional and national attorney recovery networks. Branch Manager-Associates Financial Services, 1984 to 1988. Oversaw operations for $6mm super branch; a full service lending branch. Continuous top performing delinquency branch in Division and Nation, which led to my promotion to AVP to create the Recovery Division.