Garth Graham

Garth Graham

Marketing and Sales Strategy

Garth Graham heads STRATMOR Group’s marketing strategy and execution practice, which focuses on lead generation and lead management methods and practices primarily for the consumer direct and retail mortgage origination channels. Graham has over 25 years of experience in sales and marketing, ranging from Fortune 500 companies to successful startups, including management of two of the most successful e-commerce platforms, and was one of the original founders of mortgage.com.  As an executive with ABN-AMRO, Graham was part of the executive group and author of the 5-year strategic plan that led to the successful $9 billion sale of the mortgage company to Citigroup in March of 2007 which closed before the market downturn.

Graham was a founder and key member of the executive management team at mortgage.com, and led the company through its dramatic expansion in the late 90s and successful IPO in 2000, before its ultimate sale to ABN AMRO.  Mortgage.com originated the first mortgage through the Internet in 1997 and was the original platform for the Quicken and Microsoft mortgage initiatives.

Graham also worked for 9 years at Chase Manhattan Mortgage, where he developed the corporate and affinity marketing programs, securing Fortune 500 accounts, including the successful sale of Union Member Mortgage Program, an exclusive relationship between Chase Mortgage and the 13 million members of the AFL-CIO.

Graham’s regular columns in National Mortgage News and American Banker are widely read. He has been quoted extensively in industry periodicals, resulting in over 40 million press impressions over his career. Graham studied Economics and Computer Science at the University of Virginia and has completed Six Sigma Champion and Green Belt Training. 

All Garth Graham's Stories
A powerful LOS is no longer the only tech prerequisite to be a great lender. Now you must also enable your consumer to use their phone or tablet to control their entire loan process from initial quote through funding—and it must integrate with your LOS seamlessly. In this session, Ellie Mae and Blend—the biggest LOS and consumer-facing mortgage technology brands respectively—discuss their product roadmaps and how it all comes together for your customers and loan officers.
Lenders see their outfits growing where experts are predicting market decline, despite statistical dissonance. Having a plan to weather the downturn is the key to their growth.
What mortgage companies pay LOs, and how compensation plans are determined and structured, can give regulatory agencies more information about a company's priorities than lenders might think.
Corporate culture can be a powerful tool for a good leader — and a poison pill for a bad one.
2016 Presidential candidate Carly Fiorina telegraphs a message that the mortgage industry would do well to heed.
Consumers don't love to hate lenders, they just often do. By checking in on consumer experiences and opinions often, lenders can stay competitive and avoid negative attention from federal regulators.
The mortgage industry typically takes a conservative approach to employees promoting their personal brands. But it's time for lenders to take a lesson from the presidential hopefuls who have gained an upper hand by playing up their individual brands.
An organization's operations team can only effect change as far as management trusts and empowers them to.
Lenders thrive with clear communication from the top executive and an operations team offered ample support.
Lenders must be proactive in their communication with customers to stay ahead of potential complaints and ward off regulatory scrutiny.
Operations staff is at the tricky crossroads of managing and changing the business. To remain competitive and compliant, lenders must make additional training and networking opportunities available for that team.
Getting together and sharing information and experiences should extend beyond executives throughout the mortgage industry to those we rely on most.
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