The rise of credit solutions in lending: Why loan officers with credit tools find more success 

A credit report shows a score and a list of tradelines. It does not show what to do next. When qualification hinges on small swings in a score, borrowers need coaching that translates data into actions. That is where modern loan officers add the most value: not by interpreting a score in isolation, but by guiding borrowers through the steps that can change it. 

Why a score is not a strategy 

Most borrowers focus on the headline number and feel stuck. A modest movement can change pricing and program eligibility, yet the path to movement is not obvious. The difference often comes down to understanding three levers: how coverage of derogatory items is addressed, how utilization is managed, and how payment behavior protects gains. Coaching turns those levers into a plan that reduces false starts and avoids quick fixes that backfire later. 

Who benefits most 

Credit coaching helps almost anyone, but the largest gains tend to come from mid-tier and lower bands where there is more “needle to move.” Moving from a score that blocks program access to one that opens FHA or improves conventional pricing is a real difference in options, not a minor tweak. Coaching in these cases is about unlocking availability first, then improving price. 

Guardrails that keep it compliant 

Education is appropriate. Prescription is not. Loan officers can explain how credit works, review obvious issues, and outline potential approaches. When the path requires a series of interdependent steps, or when the impact of those steps is uncertain, the customer should work with a licensed credit professional. That separation protects borrowers, keeps activity aligned with regulations, and preserves trust. 

A practical 30-60-90 framework 

Start with reality, not assumptions. Many consumers rely on a single soft-pull score that uses a different model than mortgage lending. The plan begins once all three bureau scores are known. 

• First 30 days: Confirm the data, set goals tied to program thresholds, and determine whether help from a specialist is required. If a single, small derogatory item is clearly suppressing the score, address it. 
• Days 31-60: Work the highest-impact items first. Typical levers include satisfying older derogatories, reducing revolving utilization to healthier percentages, and correcting simple inconsistencies. Payment punctuality is non-negotiable. 
• Days 61-90: Re-evaluate progress and adjust. If the goal is still out of reach, escalate to professional tools that can model which actions will produce the needed lift. Align intensity with the borrower’s timeline for purchasing. 

This cadence keeps momentum without overwhelming the borrower and matches the way real files move through a branch. 

Choosing the right lever 

The main goal is qualifying for financing. That comes first. Once program qualification is clear, determine whether any lever needs to be pulled at all. If a borrower already qualifies for the intended program at acceptable terms, avoid unnecessary actions. When improvement is needed, sequence steps based on impact and effort. General priorities hold: address meaningful derogatories, keep utilization ratios in healthy ranges, and avoid late payments on critical lines. Dispute activity is not a shortcut; it can suppress score inputs without removing items from qualification factors. Credit tools and licensed partners help ensure the right action is taken for the right reason. 

Human coaching plus the right tools 

Technology can model scenarios and create action plans, but the conversation should start with an assessment of the person, not the tool. Some borrowers arrive after trying self-guided apps and need a reality check on what lenders actually use to qualify. Others want a guided path from the outset. The loan officer’s role is to diagnose where someone is on that spectrum, set expectations, and route to the right level of help. 

KPIs that prove it works 

Leaders should review results at least monthly. The primary measure is simple: how many engaged prospects become homeowners. Score improvement matters, but the goal is qualification and purchase. Monitoring both keeps the program focused on outcomes, not just activity. 

Training that sticks 

Every originator should understand program qualifications and how common credit factors affect them. Staying close to active files reveals patterns and sticking points that repeat. Building first-name relationships with reputable credit professionals creates a fast lane for nuanced cases. The combination of process fluency and reliable partners turns coaching into a solved, repeatable step. 

Scaling across branches 

Consistency requires a clear division of roles. A specialized liaison team can support branches with education, approved resources, and coordination with external partners. Regular communication, simple templates, and a shared view of engaged borrowers keep everyone aligned. A program like this does not need to be perfect to be helpful; it needs to be visible, supported, and easy to use. 

The payoff for borrowers and lenders 

Credit coaching reframes a hard “no” into a workable “not yet.” It replaces guesses with a plan, and it keeps customers from learning painful lessons at the contract stage. When coaching sits beside product and pricing in the loan officer’s toolkit, borrowers feel prepared rather than judged. They remember that feeling when it is time for the next move. 

Jeff Kvalevog is the Chief Strategy Officer at New American Funding.
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.