Implementación de estrategias de inteligencia de negocios en procesos de mrtgage, caso mercado EE. UU.

Abstract

This research addressed the implementation of business intelligence (BI) strategies within mortgage processes in the United States market, using Zlivio S.A.S.—a Colombian back-office company specializing in mortgage processing for the U.S. Latino market—as the case study. The study began with a review of prior research and a theoretical framework encompassing the foundations of business intelligence, data storage and management, decision-oriented analytics, and competitive benchmarking as an organizational comparison technique, complemented by a legal framework centered on commercial competition and data-use regulations applicable to the mortgage sector. Building on this framework, a mixed-methods methodology was defined, structured around the technique of competitive benchmarking, through which Zlivio S.A.S. was compared against two representative benchmarks in the U.S. mortgage market: Rocket Mortgage and United Wholesale Mortgage (UWM). This comparison was supported by a database constructed from technological, operational, data-and-analytics, and customer-relationship variables, and enabled the identification of concrete gaps relative to these benchmarks, particularly in technological integration, process standardization, and closing times. On this basis, an organizational diagnosis was also developed, prioritizing issues related to the fragmentation of internal and external communication channels, the lack of standardization in origination, verification, and closing processes, the disintegration between the CRM and Encompass systems, dependence on manual reporting, and the absence of predictive analytics. In response to this diagnosis, three solution alternatives were formulated and analyzed—a corporate data warehouse with ETL integration, robotic process automation (RPA), and a centralized tracking template with lightweight (low-code) automation—each grounded in specialized literature and evaluated against criteria of cost, technical complexity, implementation time, and required organizational capacity. From this comparative analysis, the alternative of lowest cost and complexity, executable by a single responsible party, was selected as the immediate intervention action, as it best matched the resources available to Zlivio S.A.S. at the time of the consultancy. This document specifically records the intervention process developed on the basis of the selected alternative: its structuring into six sequential phases—diagnosis and readiness, design, construction, controlled pilot, deployment and training, and monitoring with transition toward the subsequent alternative—translated into a thirty-three-step operational guide with verifiable checkpoints; a risk matrix with corresponding mitigation measures; an explanation of four operational support annexes; and a client-directed closing statement outlining the achievements of the consultancy and the importance of its effective implementation, without adopting the format of formally signed closure documents, given the time constraints inherent to the scope of the research. Taken together, the findings demonstrate that concrete operational challenges within a resource-constrained organization can be addressed through self-service technological solutions grounded in business intelligence literature (Imhoff & White, 2011; Waszkowski, 2019), without this substituting the medium-term need to advance toward the higher-analytical-scope alternatives identified in comparative analysis. The chapter concludes with eight conclusions and eight recommendations, differentiated between operational implementation at Zlivio S.A.S. and the continuity of the research process.