I’ve always had an analytical streak, some might call it a blessing, others a curse that constantly scans for opportunities to improve how we work. Whether it’s a project, product, or process, I’m wired to evaluate the good, the bad, and the ugly in search of ways to make things better. We all have blind spots, and my goal is to minimize them through continuous reflection, open dialogue, and a willingness to challenge the status quo.

Midway through my career, I was fortunate to work under several remarkable leaders who encouraged my analytical approaches, one in particular who completely reframed how I saw it. In our very first meeting, I asked her what she expected from me and how she defined success. Her response was simple but powerful: “Get great at taking feedback.”

That advice has stayed with me ever since, and I’ve carried it into my work at Moder. I’m always looking for ways to evolve our processes and encouraging my team to do the same. Do they share my zeal and enthusiasm for it? Maybe, but it allows us to create a culture where no decision is a failure which allows us to learn, adapt, and grow as individuals and as a team. Equally important, we value every perspective, because diverse viewpoints are what truly challenge the status quo.

As Winston Churchill captured it perfectly: “Success is not final, failure is not fatal; it is the courage to continue that counts.”

So, what does this have to do with automation in the mortgage industry? Everything. While the industry’s end goal of enabling home ownership hasn’t changed, the way we get there must continually evolve. We need to keep learning, experimenting, and finding smarter ways to work. Right now, we’re in the midst of an AI-driven disruption, navigating in real time what’s possible and how to implement it without creating disjointed, “Frankenstein-like” processes that frustrate teams.

From my perspective, the path to automation has two core components:

  1. A clear vision of where you’re going.
  2. A team fully bought in to figure out the “how” and execute on it.

Without a shared vision, teams may stay busy, but they won’t achieve meaningful results. That’s why it’s essential to talk about the vision early and often. Once that vision is set, the next step is to prioritize what matters most in a measured, data-informed way. I recommend using the Weighted Shortest Job First (WSJF) method: WSJF Method

WSJF = cost of delay ÷ job size

This framework helps identify the highest-value opportunities, ensuring resources are directed where they’ll have the most impact.

This stage represents the “good” in the good–bad–ugly equation. It’s the moment to get your team at all levels excited about the vision and their role in it. When people have a clear purpose, they show up stronger, contribute more, and deliver better outcomes. Give them space to flourish in their part of the mission, and their commitment will be unmatched.

When it comes to executing an automation strategy, I’ll admit my bias as my role at Moder gives me a front-row seat to how powerful the right partnerships can be. I’m here because I’m genuinely passionate about what we do and the value we bring to our clients, not just because it’s a job. Having been on both sides of the table as a lender executing projects internally and now as a vendor partner, I can confidently say: partnering with the right vendor can be a game-changer.

The right partner isn’t simply chasing their own revenue targets; they’re invested in your long-term vision. They take the time to understand your processes, your people, and your business goals. They actively participate in strategic thought leadership, help shape the roadmap, and are agile enough to adapt alongside you.

Why does this matter? Because every team has blind spots. Your internal team might operate in “the way things have always been done” and could benefit from an outside perspective. Or, you might have a visionary internal team with great ideas—but limited bandwidth to execute them. In either case, a strong partner brings fresh insights, added capacity, and specialized expertise.

Partnership also comes with accountability, something that can sometimes get diluted internally due to competing priorities, complacency, or skill gaps. Whether the need is a product, a platform, custom development, or simply expanding the capabilities of your existing technology team, a strong partner can offer the insights, scalability, and execution power that keeps your vision moving forward. And if your current partner isn’t delivering that level of engagement and capability, it may be time to find one who will.

Checklist: What to look for in an automation partner

  • Invests in your long-term vision, not just short-term wins.
  • Understands your industry, processes, and team culture.
  • Contributes strategic ideas—not just technical execution.
  • Adapts quickly to evolving goals or technology changes.
  • Brings perspectives and skills your team doesn’t already have.
  • Maintains a clear accountability framework with measurable outcomes.

Of course, some organizations already have the capacity, skillset, and commitment internally to take on automation. This raises a key question: Are you a build shop or a buy shop?

The answer isn’t always clear-cut. With automation tools becoming increasingly accessible, the real question is whether your team can deliver the desired outcome within the right cost and timeframe. Will building internally get you to the goal efficiently, or will it take too long and risk leaving you behind? In short, make sure the juice is worth the squeeze.

Frameworks like WSJF or Design Thinking still apply here. In many cases, the smartest approach is a hybrid model:

  • Let your internal team handle work that’s closest to your clients and core business.
  • Partner externally for initiatives that require different expertise or areas your tech team isn’t as excited about.

This balance not only maximizes resources but also strengthens relationships when everyone is engaged and working on what they do best, execution improves dramatically.

That said, if we revisit the “good, bad, and ugly” lens, the bad in execution is complacency. And it’s dangerous whether it exists in your partner or within your own team. Complacency shows up as delays, lack of accountability, and missed opportunities, all of which drag down team morale and impact the bottom line.

Avoiding complacency isn’t just a matter of fostering a positive culture, it’s about hiring and retaining the right people. The cost of a bad hire can be exponential, but when it comes to automation and transformation, one complacent team member can derail progress for everyone.

The Ugly of Automation
Automation isn’t always the silver bullet it’s marketed to be. The reality hits when it takes too long to build, disrupts your existing process, or fails to deliver the promised ROI. This is when leaders need to revisit the fundamentals: constantly evaluate your processes, products, and projects. Without making a rash decision, know when to cut your losses.

When to walk away
Gather your executive team ensuring there are a few truth-tellers in the room and assess whether the initiative still makes sense. Can it realistically meet your goals, or was it simply the wrong move? If it’s the latter, don’t sweep it under the rug. Treat it as a learning opportunity through a structured retrospective.

Learning from the misses
A military-inspired approach works well here. In the armed forces, failure to execute has severe, sometimes fatal, consequences, hence reflection and learning are non-negotiable. Conduct your own version of an After-Action Review (AAR), as taught at the Wharton School of Business – Wharton School of Business AAR review. Break down exactly where things went wrong, identify successes worth replicating, and document preventative measures for the future.

The hard work of improvement
This is more than a conversation, it’s about doing the hard work. Capture tangible takeaways, define clear action steps, and hold the team accountable for applying the lessons. In the long run, this discipline strengthens leadership alignment, builds resilience, and ensures your organization emerges smarter and more prepared for the next challenge.

A practical roadmap to automation success

Based on experience, here’s a four-step framework for approaching automation in a way that maximizes value while minimizing risk:

  1. Define the vision
    Clarify your automation objectives, budget, and timelines. Ensure your team understands not just the “what” but the “why.”
  2. Identify high-impact opportunities
    Use the Weighted Shortest Job First (WSJF) method to prioritize projects with the greatest ROI potential. This process requires collaboration between technical and business teams, ensuring alignment and buy-in.
  3. Select the right partner
    Don’t be distracted by “shiny object” technology. Seek referrals from trusted sources and speak with current clients of potential partners. The right partner should understand your business, align with your vision, and propose a strategy that focuses on outcomes and not just tools.
  4. Start small, scalesSmart
    Begin with smaller automation initiatives that can be expanded over time. This phased approach allows for agility as technology evolves and provides a real-time assessment of both partner capability and organizational readiness.

Final thoughts

Automation isn’t just about adopting new technology, it’s about creating sustainable, adaptable processes that deliver value over time. By balancing ambition with realistic planning, and by learning from both successes and failures, you can navigate the path to automation with clarity and confidence.

Trish Maraski is the VP of product and strategy at Moder.
This column does not necessarily reflect the opinion of HousingWire’s editorial department and its owners. To contact the editor responsible for this piece: zeb@hwmedia.com.

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