Yolanda Medina

• Executive leader responsible for high-volume post-closing operations supporting 2,500+ loans and approximately $1–2 billion in monthly loan volume.
• Lead a 30+ person organization, including 3 AVPs, 2 managers, 27 direct reports, offshore resources, and 3+ vendors.
• Oversee operations across 11 warehouse lines and two document custodians.
• Direct Final Documents, Initial Certifications, Imaging, File Room, Collateral, Shipping, eNotes, and Trailing Documents.
• Doubled team productivity from 10 to 20 loans per hour through workflow redesign, process standardization, and operational improvements.
• Reduced funding-to-dry cycle time from 7+ days to 4 days, improving loan velocity and warehouse efficiency.
• Reduced collateral error rates from 5% to 3%, improving delivery accuracy and reducing rework.
• Automated Bailee Letter creation and shipping label generation for Fairway-funded Bond loans, eliminating manual processes and improving delivery accuracy.
• Developed reporting and controls reducing internally misplaced loans from approximately 5 per month to fewer than 1, enhancing operational efficiency.
• Created real-time reporting measuring funded, received, shipped, and dry turn times to drive visibility and accountability.

DIGITAL TRANSFORMATION & TECHNOLOGY

• Adopted Fairway's integrated ChatGPT capabilities to develop operational processes and internal sites that streamlined redundant tasks; tools were adopted by 10+ employees.
• Developed and implemented Databricks reporting to improve access to operational data and management insights.
• Built Power BI reports and dashboards providing leadership visibility into production and SLA metrics for Collateral and Final Documents.
• Developed Monthly Business Review (MBR) reporting and data roll-ups for executive leadership.
• Developed a SharePoint solution for Initial Pool Certifications supporting agency loans representing approximately 80% of Fairway's volume.
• Reduced loans dropped from the agency pool-certification process from 500+ per month to 10 or fewer, representing a 98%+ reduction.
• Used technology and workflow development to improve process accessibility, standardization, and accountability.

ENOTE & STRATEGIC TRANSFORMATION

• Supported migration from the organization's previous eNote platform eOriginal to Snapdocs.
• Partnered with internal stakeholders, warehouse lines, servicers, and technology partners to support adoption and operational readiness.
• Developed processes and controls supporting electronic documentation and collateral workflows, streamlining operations and ensuring compliance.

• Led productivity and process improvements while maintaining quality and a seven-day warehouse turn time.
• Created processes, procedures, and controls for incoming mail and collateral to enhance workflow efficiency.
• Implemented productivity and process improvements, ensuring quality standards and a consistent seven-day warehouse turn time.
• Oversaw collateral delivery while supporting File Room, Mail Room, and Imaging operations to streamline document management.

• Led five employees and a third-party team in government-insuring operations.
• Developed and analyzed financial reports in Excel to facilitate investor loan purchases.
• Reduced average processing turnaround from 45 days to 24 days within five months.
• Ensured compliance with company and government requirements while streamlining workflow.

• Prepared, reviewed, and imported mortgage files for multiple investors, ensuring accuracy and compliance while processing 20 files daily.
• Operated shipping software to manage inventory and logistics for timely delivery.
• Coordinated with vendors to ensure accurate shipment schedules and tracking information.
• Ensured compliance with safety regulations while handling hazardous materials during shipping processes.

• Managed broker relationship with $10M monthly pipeline, overseeing processing of 80–150 loans per month to ensure timely funding.
• Supported $100M in monthly funding, facilitating $15M from managed pipeline to meet client needs and operational goals.
• Resolved complex operational issues and strengthened client relationships by applying Conventional and FHA guidelines.

• Managed 20 offshore and six onsite employees to ensure quality across software and business process functions.
• Developed procedures and training materials, led QA training sessions, supported system upgrades, and reviewed mortgage documentation for compliance with federal and state regulations.
• Led quality assurance initiatives, enhancing compliance with industry standards and internal policies.
• Developed and implemented testing protocols to ensure product reliability and performance.
• Mentored QA team members, fostering professional growth and improving team efficiency.