Welcome to the Fall 2024 edition of the Growth & Scale Report. As we navigate the uncertainty of an election year, with shifting economic landscapes and regulatory changes on the horizon, it's easy to get caught up in the unknowns. But amidst the chaos, we want to shine a light on the individuals who are making a lasting impact on the title and escrow industry.

In this issue, we're proud to feature 14 trailblazers who embody the spirit of growth and scale. From innovative sales strategies to efficient systems and processes, these leaders are shaping the future of our industry. We're also honored to celebrate the current, future, and past ALTA Presidents who have led our industry through times of uncertainty, demonstrating the power of resilience and adaptability.

As we look to the future, it's clear that uncertainty is here to stay. But rather than letting it paralyze us, we invite you to lean into the unknown and focus on what you can control: the customer experience that sets your title or escrow company apart.

Growth and scale are not just about numbers; they're about people. They're about creating a business that thrives on relationships, innovation, and a commitment to excellence. In the following pages, we'll explore the strategies, tools, and technologies that are driving growth and scale in our industry.

We believe that by focusing on what we can control, we can build businesses that are resilient, adaptable, and customer-centric. So, join us as we celebrate the leaders who are shaping our industry and discover the insights and strategies that will help you craft your own success story.

This issue features the stories of Don Kennedy, Richard Welshons, Frank Pellegrini, Linda Aparo, Gary Pickren, Pat Carney, Sabrina Bier, Nick Hacker, Anthony & Rick Neff, Andrea Somers, Jonathan Holfinger, Gorkem Kuterdem and Nate Niemi.

Here's to embracing uncertainty and building a brighter future for the title and escrow industry.

Paul Stine & Bill Svoboda

Editor's Note: The original intent for interviewing Linda was to speak about her rise in the title and escrow industry, from starting a service provider business in 2006, weathering the storm of 2008 and 2009, and eventually selling that business to another company. The context for the article was going to be about how to build a business that is not simply putting out fires, but fireproofing itself, and how to build a strong company that can succeed past the founder. In talking to Linda however, a different story emerged, one that anyone who has risen in leadership is well accustomed to. I hope you enjoy.

The Journey
The scene was set in 2006 when Linda Aparo, brimming with ambition, embarked on her entrepreneurial voyage. Her eyes sparkled with the promise of a big title - Chief Executive Officer - as she envisioned herself at the helm of FinalTrac, a burgeoning service provider in the title industry which specialized in release tracking. The years ahead were not without their trials; the economic downturn of 2008 and 2009 tested her resolve.

Yet, Linda's tenacity saw her through, and in 2014, Final Trac was acquired by reQuire, the largest independent release tracking company in the country.

But as Linda reminisced with me about her journey, a profound realization dawned upon her. The coveted title of CEO, which once symbolized the pinnacle of success, felt like a cage.“I wanted to be CEO,” says Linda, with a smirk on her face. “That was, until I was CEO. . .” As she looked back, Linda realized that the demands of leadership had taken her away from the part of the business she loved most: working directly with customers and driving sales.

She missed the thrill of the deal, the rush of adrenaline that came with closing a sale, and the sense of satisfaction that came from building relationships.

Linda’s reflection took a poignant turn as she shared, “I had always loved sales. The more I invested, the more I reaped, and my competitive nature thrived on the 'high' of a win. Meeting new people, many of whom became friends, and solving problems and helping people find solutions—these were the aspects that genuinely fulfilled me. But as my business grew, and I was forced to wear countless hats, I realized that all the managerial tasks were diverting me from what I truly loved.”

The acquisition marked not just a change in her professional landscape but also a liberation of her true self. Freed from the constraints of the CEO role, Linda could finally immerse herself in her passion—sales.

Linda's odyssey underscores a vital truth: the essence of fulfillment lies in discovering where your passions, values, and skills converge. The pursuit of a title or position, while significant, often pales in comparison to the joy derived from doing what you love.

For those navigating their own paths, consider these steps to unearth your own sweet spot:

- Reflect on Your Past Experiences: Dive into your history—both personal and professional. Whataspects of past roles or activities have brought you the most satisfaction? What achievements
are you most proud of? Identifying recurring themes can guide you toward your true calling.

- Explore Your Values and Passions: Pinpoint what truly excites and motivates you. Aligning your work with your core values and passions can illuminate your path to fulfillment.

- Ask Yourself "What If?": Imagine a world where fear of failure or judgment does not exist. What would you pursue? What changes would you make? This exercise can reveal your deepest aspirations and help you overcome barriers to achieving them.

Linda’s journey serves as an invitation to each of us: to seek out our own sweet spot and embrace it with vigor. Whether it’s sales, leadership, or something entirely different, the pursuit of what genuinely fulfills you is worth every effort.

It’s never too late to make a change and forge a life that resonates with your true self. Which ultimately leads to a happier and more fulfilling life.

Don Kennedy's story is one of legacy, leadership, and a passion for making a difference. As the current President of the American Land Title Association (ALTA), Don has a unique perspective on the title industry - but it's not just his current role that sets him apart. Don's family has been in the title business for over 135 years, with five generations leaving their mark on the industry.

But Don's journey to the top wasn't always straightforward. Despite his family's legacy, Don didn't initially follow in his forebears’ footsteps. After college, he worked in education for three years, but he soon realized that it wasn't his true calling. He attended law school, became a practicing lawyer, but he couldn't shake the feeling that something was missing. What he did mattered, but he wanted to make a greater impact.

It wasn't until Ken Degiorgio, the current CEO of First American, offered Don a spot in the company's corporate legal department that he found his true passion. Don jumped at the opportunity, using his skills to help solve problems and unlock revenue streams - but he soon realized that his true calling was in the title operation itself; in the agency side of the business. He loved working alongside his customers to make a difference in people's lives. What he did mattered, and he could see the impact it had on families and communities.

"I loved being in the same business as my customers," Don said. "I loved the camaraderie, the shared sense of purpose. But I also knew that I had to prove myself. I had to make a difference, to show that what I did mattered."

Don threw himself into the business, working tirelessly to grow the company and push the limits of what was possible. But, despite his success, he knew that the title industry was facing unprecedented challenges. Regulators and powerful voices within the federal government were questioning the value of title insurance - and Don saw this as an opportunity, not a threat. He knew that what title agents did mattered, and he was determined to prove it.

"We're playing both offense and defense as an industry," Don says in regard to the initiatives that occupied his time as the ALTA President. "We're fighting to protect our value proposition, but we're also working to educate the public about the importance of title insurance. It's a tough battle, but I know we can win it. Because what we do matters - it matters to families, to communities, and to the economy as a whole."

For Don, the key to success lies in embracing technology and focusing on the consumer experience. He believes that by making the closing process seamless, convenient, and less confusing, the title industry can solidify its value proposition for decades to come - but it won't be easy. It will take hard work, dedication, and a commitment to making a difference.

"We win when the public understands our role and the good we do for our country," Don said. "If we can get to that point, I can die happy. Because what we do matters, and I want to leave a lasting legacy that proves it."

Don's passion for making a difference is contagious, and his commitment to leaving a lasting legacy is a reminder that what you do matters. Every title agent, every employee, and every leader in the industry has the power to make a difference. You have the power to shape the future of the industry, to protect property rights, and to bring people closer to their dreams of homeownership.

So, as you go about your day, remember that your work is not just about processing transactions or closing deals. It's about making a difference in people's lives. It's about creating a legacy that will outlast you. And it's about being part of something bigger than yourself.

So Don Kennedy's story is not just his story - it's the story of every title agent, every employee, and every leader who is committed to making a difference. It's your story, too. What will you do to make a difference and leave a legacy?

As Richard Welshons takes the helm as the incoming president of the American Land Title Association (ALTA), his journey is one that defies convention. In an industry shaped by market swings, regulatory shifts, and economic uncertainty, Welshons’ steady hand and people-first leadership philosophy have propelled him from a small Minnesota town to the top of the national organization. But his rise wasn’t scripted or expected—it’s a story of grit, mentorship, and an unwavering commitment to community.

Welshons' career began humbly in 1984, when he was invited by his father to join the family’s title company in Hastings, Minnesota. Fresh out of high school, without a college degree, and on the brink of fatherhood, Richard had little more than ambition to guide him. "I was just trying to make a living and support my family," Welshons recalls of those early days. It was a leap of faith—a young man with no formal training entering an industry few outside it understand.

But Welshons had something more valuable than credentials: determination. He immersed himself in the complexities of title insurance, an often overlooked but essential industry that protects property buyers from title defects and financial loss. From day one, Richard recognized that success in this business would require not just technical knowledge, but trust and strong relationships.

Early in his career, Richard was fortunate to encounter mentors who shaped his approach to both business and leadership. Joe Perfetti, an accountant, taught Welshons the fundamentals of cash flow management and the delicate balance of taxes. Then came Greg Booth, a competitor turned close friend and ally, who urged Welshons to engage with both the Minnesota Land Title Association (MLTA) and ALTA. Booth’s encouragement opened doors for Richard, eventually setting him on a path toward national leadership.

But Welshons was never alone in this endeavor. His younger brother David joined the company a few years later, and together they forged a partnership that would help them build their family business into a local powerhouse. "David was instrumental in helping me grow the company," Richard says. "We made a great team, and I couldn’t have done it without him." Their collaboration extended beyond the boardroom—they navigated the shifting tides of the market together, learning to adapt to economic booms and busts alike.

Richard's approach to leadership has always been rooted in one central idea: people matter. He has a keen eye for talent and has built a team of exceptional individuals who share his passion for excellence. What sets Richard apart is his ability to spot potential in unexpected places, and his willingness to invest in people who may not have traditional experience but possess a unique blend of skills and drive. One standout example was a Hardee's drive-thru employee, whom Welshons spotted as a "diamond in the rough" and helped mold into a skilled title agent, exemplifying the growth and development that can occur when talent meets opportunity.

This approach is all about recognizing that talent comes in many forms. As Richard puts it, "I’ve always tried to find people who are smarter and more experienced than me," but he also understands this can manifest in different ways. By looking beyond traditional credentials, Richard has built a team that is not only talented but also diverse, passionate, and driven to excel. This philosophy has allowed him to build a team that is truly greater than the sum of its parts, driving innovation and excellence in the title industry.

However, leading also meant making hard choices, a lesson Welshons learned the hard way. His favorite piece of advice is blunt: "Stop saying 'should we do this, or should we do that?' and just make a decision." Welshons grew frustrated with what he calls "analysis paralysis"—the tendency to hesitate in the face of uncertainty. In his view, decisiveness is key to growth, even if the choice isn't perfect. "You’re never going to have all the information. You just have to trust your instincts and go for it."

Welshons’ pragmatic style has served him well, allowing his company to thrive and his leadership to stand out. As he assumes the presidency of ALTA, his philosophy remains simple but profound: put people first. "If you take care of your employees, they’ll take care of you," he says. It’s this commitment to fostering talent and making tough calls that has cemented his role as a respected leader in the title industry.

Looking forward, Welshons offers advice to the next generation of industry professionals. "Don’t be afraid to ask for help," he says. "Surround yourself with people who are smarter and more experienced than you. And always be willing to learn and adapt." But perhaps his most significant message is this: avoid indecision. "Make a decision, and then make it work," he advises. "That’s how you grow and learn."

As Richard Welshons prepares to take on the mantle of ALTA president, he reflects on the journey that brought him here—a journey shaped by family, mentorship, and the courage to make bold decisions. His tenure at ALTA will likely be marked by the same principles that have guided him throughout his career: loyalty to his team, commitment to his industry, and an unshakable belief in the power of decisive leadership.

The title and escrow industry has undergone significant changes over the past few decades. From the dawn of the digital age to the rise of regulatory oversight, the industry has had to adapt to a rapidly shifting landscape. But amidst all the change, one thing has remained constant: the importance of protecting consumers and ensuring the integrity of the homebuying process.

For Frank Pellegrini, a veteran title industry executive and former president of the American Land Title Association (ALTA 2012 - 2013), this commitment to consumer protection has been a guiding principle throughout his career. With over 40 years of experience in the industry, Frank has seen it all - from the highs of a booming housing market to the lows of a global financial crisis. And through it all, he has remained steadfast in his dedication to the industry and its customers.

Frank's love for the title industry began in the 1970s, when he joined Chicago Title as a young attorney. It was then that he and his wife Mary decided to start their own title company, Prairie Title, in 1983. Frank's enthusiasm for the intricacies of title work was evident from the start. He was fascinated by the complexity of it all, and he loved learning about the different aspects of title insurance and how to make it work for the customer.

As Frank's company grew, so did his involvement in the industry on a national level with ALTA. He became a respected voice in the industry, known for his expertise and his commitment to consumer protection. But little did he know, a storm was brewing on the horizon. The 2008 financial crisis had left the housing market reeling, and the federal government was looking for ways to regulate the industry.

That's when the Consumer Financial Protection Bureau (CFPB) entered the scene. Created as part of the Dodd-Frank Act, the CFPB was tasked with overseeing the financial services industry, including title and escrow companies, in an effort to thwart another instance of what had just happened. The CFPB's presence sent shockwaves through the industry, as title and escrow agents struggled to understand the new regulatory landscape.

For Frank, the CFPB's arrival marked a turning point. And as president of ALTA in 2011, he knew that the industry had to respond quickly to the CFPB's regulatory efforts. The stakes were high: if the industry failed to adapt, it risked being burdened with regulations that could stall growth and innovation. But Frank was undaunted. He saw the CFPB's arrival as an opportunity to demonstrate the industry's commitment to consumer protection.

"We knew that we had to take a proactive approach," Frank recalls. "We couldn't just sit back and wait for the CFPB to tell us what to do. We had to show them that we were serious about protecting consumers and that we had the processes in place to ensure it."

Frank worked tirelessly to establish a framework for best practices, collaborating with Michelle Korsmo, then-CEO of ALTA, and Richard Cordray, director of the CFPB. It wasn't easy: the CFPB was still finding its footing, and the industry was struggling to understand the new regulatory requirements. But Frank's leadership helped to steady the relationship, and the industry began to coalesce around a set of best practices that would guide its growth and development; today known as the ALTA Best Practices.

Now, over ten years later, the title and escrow industry faces new challenges. Technology is disrupting traditional business models, and outside pressures are forcing the industry to validate its necessity. Some critics argue that title insurance is unnecessary, that it's a relic of a bygone era. But Frank knows better. He knows that title insurance is a critical component of the homebuying process, protecting consumers from costly errors and ensuring that transactions are completed smoothly.

As the industry looks to the future, Frank's legacy serves as a reminder of the importance of groundwork and collaboration. His commitment to perfecting the craft and his dedication to consumer protection have left an indelible mark on the industry. But the work is far from over. The industry must continue to adapt to changing regulatory requirements, to innovate in the face of technological disruption, and to demonstrate its value to consumers.

Frank's time as President of ALTA and his legacy instituting the ALTA Best Practices is a testament to the power of leadership and collaboration. It's a reminder that even in the darkest of times, there is always opportunity for growth and innovation. And it's a call to action for the industry to continue to evolve, to continue to improve, and to continue to demonstrate its commitment to consumer protection.

Thank you for your service, Frank.

~ Everyone in the Title and Escrow Industry

Why Building a Strong Personal Brand is Crucial in the Digital Age—and How Sabrina Bier is Leading the Way

In an era where online presence can make or break your career, the importance of a robust personal brand is undeniable. It’s not just about having a catchy logo or a sleek website; it’s about crafting a reputation that reflects your expertise, personality, and values. Social media has become the front line for this effort, acting as a dynamic platform to showcase who you are and what you stand for.

Imagine every social media post as a deposit into the piggy bank of trust. Each update, tweet, photo or video you share is a chance to build a relationship with your audience. When it comes time for someone to decide whether to do business with you, they’ll “crack open” that piggy bank and rely on the trust you’ve built through your digital interactions.

Building a compelling personal brand isn't instantaneous. It requires both strategy and perseverance. Sabrina Bier’s journey offers a practical blueprint for how to succeed in this arena, especially within the title and escrow industry, through effective use of social media.

From Shy to Spotlight: Sabrina Bier’s Transformation

Sabrina Bier’s path to a standout personal brand underscores the transformative power of stepping out of one’s comfort zone. Initially a reserved individual, Sabrina’s pivotal moment came in the start of her career during an eight-week improv class required by her real estate brokerage. “It was terrifying at first,” Sabrina admits. “But as we all went through the class together, I started to build confidence. I realized that it's ok to look silly and that everyone was in the same boat, and it began to not seem so scary after all.”

This experience was more than just an exercise in self-confidence; it laid the groundwork for her approach to social media. “A lot of people hesitate to put themselves out there because they don’t feel equipped or confident,” Sabrina observes. “But the truth is, you just have to start.”

The Benefits of a Strong Personal Brand

So, what tangible benefits can come from a well-developed personal brand? For Sabrina, it’s twofold. First, it enhances approachability. “When people feel like they know you, they're more likely to initiate a conversation,” she explains. “I’ve met so many people at events and conferences who’ve told me they feel like they already know me because of my online presence.”

Second, it makes your company more relatable. “We spend so much time perfecting our logos and branding,” Sabrina notes. “But at the end of the day, people do business with people, not logos.” A strong personal brand fosters deeper connections with your audience beyond the company name.

Four Tips for Building Your Personal Brand

Ready to elevate your personal brand? Sabrina Bier shares four actionable tips to get started:

1. Consistency is Key: Establish a posting schedule that works for you and stick to it. Sabrina, for example, goes live every Wednesday at 11am on Facebook for interviews. Consistency builds familiarity and trust.
2. Don’t Wait for Perfection: Authenticity trumps perfection. “Be yourself and let your personality shine through,” Sabrina advises. Don’t let minor details hold you back from posting that first video or photo.
3. Embrace Mistakes: Fear of making mistakes can be paralyzing. Remember, the shelf life of social media content is short. Even if you slip up, it’s not catastrophic.
4. Focus on One Platform: Start with one social media platform where you feel most comfortable. Once you’ve gained confidence, expand to other platforms like Instagram or LinkedIn.

By following these tips, you can start building a personal brand that resonates with your audience and propels your career forward. Sabrina Bier exemplifies how strategic social media use can transform your professional image and open doors to new opportunities.

So, what’s stopping you? Begin crafting your personal brand today. As Sabrina says, “The most important thing is to just get out there and do it.”

For more insights and inspiration, follow Sabrina on Facebook, Instagram, or LinkedIn—and start building your own personal brand.

In the middle of an economic downturn, Jonathan Holfinger, CEO of Northwest Title, a 21-office company in Ohio and Kentucky, found himself facing a critical realization. The focus on being a "great place to work" was inadvertently pulling attention away from something even more vital—exceptional customer experiences. With over 130 employees and growing, Jonathan saw a gap between internal culture and what truly mattered to their clients.

"We were proud of our workplace culture, but it was too inward-looking. We needed to focus on the people who kept our business thriving—our customers," Jonathan recalls. This shift in perspective emerged as the company started losing deals to smaller competitors, despite Northwest Title's resources, talent, and technology. "It frustrated me," Jonathan admits. "How were these three-person companies outpacing us when we had everything at our disposal?"

The answer, Jonathan realized, was not about competing on size or resources but on agility and responsiveness. Northwest Title needed to simplify its organizational structure, empowering leaders to act faster and with more autonomy. Jonathan made a bold decision: he flattened the company hierarchy, reducing the layers of management between teams and their clients. This restructuring mirrored the principles of Amazon’s Jeff Bezos and his "two-pizza rule"—small teams with big impact.

"We cut out two levels of management," Jonathan explains. "We went from having a VP, a regional manager, a branch manager, and then the team, to just a director and the team. It’s helping to make us faster, more agile, and more accountable to our customers’ needs."

But something surprising happened. The focus on customer experience didn’t just benefit clients—it also revitalized the employees. "When you prioritize the customer relationship and experience, the team’s purpose becomes more clear," Jonathan says. "It’s not always about making the work easier for us. Sometimes it’s harder. But when we make it easier for the customer, everyone wins."

This shift towards smaller teams and customer-centricity is having some early, positive returns. Northwest Title has seen an increase in customer relationship development activity, in place of focusing on process improvement.  While Northwest had grown to be the largest title agency across the southern half of Ohio and Northern Kentucky, perhaps the focus had become tilted too much towards internal operations and managing its growth. “We realized we couldn’t just focus on being a great employer, or having outstanding training resources, or having great knowledge of real estate title.  We had to be the most valued partner to our customers as well. That meant focusing on what matters most to them – trust, communication, and availability.”

By reducing hierarchy and keeping the customer front and center, Jonathan believes that Northwest is finding the bullseye where team satisfaction and customer experience meet. “Our team will gain fulfillment by knowing how to solve problems for our customers and feeling like a trusted partner.  Reducing layers and team size within our company allows our knowledgeable and experienced Directors to get more hands-on with helping both our customers and our team members.  That can improve both internal and external relationships, which are the foundation of a successful title company, no matter its size.”

As Northwest Title continues to grow, Jonathan remains committed to his vision: building not just a company, but a community of professionals dedicated to delivering excellence. This, he believes, is the key to long-term success.

In the world of real estate, Gary Pickren, a native of South Carolina, has built a reputation for thinking outside the box. A die-hard Cleveland Browns fan - a trait that often raises eyebrows among his fellow South Carolinians, who typically bleed Clemson orange or USC garnet - Pickren’s commitment to his team mirrors his approach to business: 100% dedication, no matter how steep the odds. In a field that often rewards tradition and routine, Pickren thrives on breaking the mold, finding inspiration in the most unexpected places. His story offers a window into how creativity, risk-taking, and loyalty can fuel long-term success.

To understand Pickren's approach, it's worth starting with his deep loyalty to the Cleveland Browns. Rooting for a team notorious for its losing streaks is no small feat, especially for someone from South Carolina, where football allegiances tend to lie with the Tigers or Gamecocks. But for Pickren, it’s more than just fandom—it’s a mindset. "Being a Browns fan teaches you resilience," he says. "You don’t give up when things get tough. You push through." It’s the same tenacity that defines his career in the title industry, where he continually seeks to reinvent the customer experience, even in an industry often seen as rigid.

One of Pickren’s most memorable examples of out-of-the-box thinking came after he closed a deal for a local brewery. Instead of simply walking away from the transaction, he saw an opportunity. "What if we brewed a custom beer for my title company?" Pickren recalls asking the brewery. They said yes. The result was "Closing Time," a signature beer that’s been a hit with clients. It was a clever move that reflected his ability to blend creativity with business.
Lesson #1: Creativity leads to opportunity.

But that’s just one example of how Pickren keeps his clients top of mind. Another moment of inspiration struck him while sitting in the dentist’s chair. "They had Sirius XM playing, and it completely took my mind off the discomfort," he explains. It was a simple but effective touch, so why not recreate it in his closing rooms? Now, his offices stream music from the Yacht Rock station, providing clients with a calm, stress-free environment. "It’s the little things that make a big difference," he says. This seemingly small gesture helped elevate his company in a highly competitive market.
Lesson #2: It’s the little things that set you apart.

Pickren’s drive for innovation didn’t stop there. Inspired by an event hosted by an industry colleague, Justin Tucker, he decided to launch the Real Estate Success Summit, a conference designed to bring together real estate professionals for a day of networking and learning. With top-tier speakers and over 300 attendees, the event has quickly grown into a highlight of the industry calendar. "It was a leap," he admits, "but I knew it could make an impact."
Lesson #3: Don’t shy away from big ideas.

Even more daring was his decision to start a podcast. A title agent with a podcast isn’t exactly a common sight, and there were plenty of doubts. Would anyone listen? But Pickren pressed forward, embracing the challenge, and now his show reaches listeners across the country. "Sometimes you have to take the risk, even when it feels uncomfortable," he says.

Gary Pickren’s story is a masterclass in challenging the status quo. He’s shown that success comes from being willing to take risks, try new ideas, and look for inspiration in unlikely places. His creativity, mixed with a dose of Cleveland Browns loyalty, has transformed the way he does business—and set him apart in an industry not known for innovation.

As Pickren continues to push boundaries in real estate, his message is clear: Don’t settle for the way things have always been done. Ask yourself “What bold move can you make today?” Whether it’s launching a podcast or brewing your own beer, the only limits are the ones you set for yourself.

And while he’s waiting for his Browns to make their Super Bowl run, Pickren isn’t sitting idle. He’s proving that in both business and life, when you’re willing to innovate and step outside your comfort zone, anything is possible.

^{Let’s be real for a second— when it comes to software, the title and escrow industry can sometimes feel complicated. It's a space where complexity reigns, and software systems often lag behind the rapidly evolving digital landscape. Yet as the shift toward digital-first closings accelerates, title and escrow companies are feeling the heat to keep pace with technology that often feels one step ahead—and they're struggling to catch up.}

Enter Viking Sasquatch. Led by Pat Carney and a 30+ member team, this rogue operation is on a mission to change the way title & escrow companies look at tech. Armed with custom development solutions for Title Production Software and API integrations, virtual CTO consulting, and innovative tech tools, Viking Sasquatch is fiercely determined to crack the code on the industry’s most elusive challenges. But let’s back up—where did this legendary name come from?

Turns out, it has as much to do with late-night hijinks as it does with innovation. "It was after a long night at a conference in New Orleans," Carney recalls, grinning at the memory. "We had these brutal breakfast meetings the next morning, and one guy looks over at me and says, ‘Look at that Viking Sasquatch—he’s not even hurting.’" Carney decided to own the nickname, using it as the banner for his company. Why? Because, like its mythical namesake, Viking Sasquatch was meant to stand out from the pack. "I don’t want us to be like anybody else," he says. "The name represents our drive to be different, to be bold."

And bold they are. Viking Sasquatch isn’t just another consulting firm—they’re hackers in the best sense of the word. They host off-site coding getaways to prototype new ideas, brainstorm big solutions, and get creative. And then there’s the annual "Berserker" event, where they sell branded Viking Sasquatch gear, donating proceeds to the Navy SEAL Foundation. Yes, they’ve even got their own branded apparel—and, in true disruptive fashion, four people (so far) have taken the ultimate plunge and gotten Viking Sasquatch tattoos. If you're feeling particularly bold, Carney will pay for yours—just send him the receipt.

What drives this passion for problem-solving? Carney's roots as a "help-a-holic" stretch back to his time in the Navy. "I’ve always been driven to help people succeed," he says. And in the world of title and escrow, where he worked long before founding Viking Sasquatch, Carney saw firsthand how software systems were underwhelming. He knew the pain points, the bottlenecks, and the inefficiencies—and he knew how to fix them.

Take, for instance, a recent custom development job that should have taken two years to complete. Viking Sasquatch knocked it out in a fraction of that time, leveraging their unique approach to problem-solving. "We’re not just a company—we’re a team of problem solvers," says Carney. "We’re here to help our clients win, no matter what it takes."

So how does this team of renegades tackle the seemingly impossible? Carney’s methodology is refreshingly simple. First, identify how clients are doing things today. What processes are clunky, outdated, or draining too much time and energy? Next, zero in on the repetitive tasks. What’s wasting precious resources? And finally, ask the crucial question: what do people hate doing?

Often, Carney says, clients are so close to the problem that they can’t even see what’s really going on. That’s where Viking Sasquatch steps in—peeling back the layers and pulling solutions out of the complexity. "We’re not just solving problems—we’re creating solutions," he explains. It’s more than just troubleshooting; it’s reimagining what’s possible.

And if you think this is just about streamlining workflow or boosting efficiency, think again. Carney has a bigger challenge for the industry. "The old ways of doing things are no longer enough," he says. The industry is at a crossroads, and there’s a clear choice to be made: disrupt or be disrupted.

Pat’s rallying cry to anyone willing to listen is simple yet profound: What problem are you going to solve today? Which process are you going to revolutionize? What piece of the status quo are you willing to shatter? The Viking Sasquatch mentality isn’t for the faint of heart—it’s for the risk-takers, the boundary-pushers, and those with the courage to upend an industry steeped in tradition.

And for those ready to join the Viking Sasquatch revolution, the invitation is open: stand out, take risks, and leave the old ways behind. It’s time to unleash your inner Viking Sasquatch and start solving the problems everyone else has overlooked.

Oh, and that tattoo? It’s not just a badge of honor—it’s a symbol of commitment. If you’re brave enough to ink the Viking Sasquatch logo, consider it fully reimbursed by Carney himself. Think of it as the ultimate proof that you’re ready to challenge everything.

Because in this industry, standing still is no longer an option. It’s time to evolve—or become a relic of the past.

In the ever-evolving landscape of business, growth often comes with its own set of complexities, particularly when it involves expanding and integrating multiple entities. Nick Hacker, the head of Title Team, has navigated these challenges with remarkable poise and insight. The Growth and Scale Report recently sat down with Nick for a quick interview to learn more about the philosophy behind the process. We hope the results provide insights into your business and the growth you are trying to achieve.

GSR: Nick Hacker, you’ve recently been on a whirlwind tour, traveling over 700 miles by car and taking two flights in just five days. What drives these extensive trips?

Nick Hacker: It's all about connection. Traveling to 10 offices allows me to touch base with team members and reinforce the foundation we've built together. It's not just about expanding our footprint but about ensuring that the culture we’ve established remains strong and unified as we grow.

GSR: You’ve overseen more than 20 acquisitions and mergers. That’s a lot of growth. What challenges does this kind of expansion bring?

Nick Hacker: Growth is a double-edged sword. It opens up new opportunities but also introduces new challenges. One of the biggest hurdles is maintaining our team culture that made us successful in the first place. As we integrate new offices and teams, we must reflect on our values and ensure that everyone aligns with our core principles, even as we adapt and evolve.

GSR: It sounds like a balancing act. How do you manage to keep different offices aligned while still allowing them to maintain their unique cultures?

Nick Hacker: It’s definitely a balancing act. My approach is to celebrate each office's unique culture while keeping our overarching goals in mind. We are focused on building upon the foundation we’ve established, while letting that foundation evolve and using our experiences to guide future decisions. This means being open to new ideas while staying grounded in our core values. It’s about creating a unified direction without stifling individual office identities.

GSR: What role does reflection play in your leadership style, especially when you’re moving at such a fast pace?

Nick Hacker: Reflection is crucial, but it’s challenging when you’re constantly working to improve and grow. It’s easy to get caught up in the drive for growth and innovation and lose sight of the importance of looking back. I try to make it a point to periodically step back and assess our progress, learn from our successes and failures, and realign our strategies with our team’s long-term goals.

GSR: You’ve mentioned that building a strong company culture is a key focus for you. How do you ensure that relationships and open communication remain at the heart of your organization?

Nick Hacker: It starts with getting to know every team member, regardless of their role. Everyone has value, and it’s essential to foster an environment where relationships, and open communication are prioritized. By building strong connections and maintaining transparency, we hope to create a team-like work environment where people can thrive and feel invested in our collective success.

GSR: Reflecting on your journey, what excites you the most about the direction the company is heading?

Nick Hacker: What excites me is the unique and special things we’re doing. We’re not just expanding; we’re innovating within the industry. It’s thrilling to be part of something that’s making a significant impact. I’m grateful for the opportunity to shape the future of our company and the industry as a whole.

GSR: Any final thoughts on how you envision the future of your company?

Nick Hacker: I believe the future is about building on what we’ve already achieved while remaining open to new ideas and opportunities. We’re creating something distinct and meaningful, and I’m confident that by staying connected and focused on our core values, we’ll continue to grow and succeed in exciting ways.

In 2007, amidst the chaos of a crumbling housing market and an impending economic downturn, Rick and Anthony took a daring step: they assumed leadership of Pennsylvania Land Titles, their family’s title company. It was a gamble that could have ended in disaster. But instead of retreating into the safety of the status quo, these two young brothers saw a vision for a different way to do title.

"We were young, inexperienced, and had a lot to learn," Rick admits. "But we were determined to disrupt the norms and make a real difference."

“There were plenty of years spent in the trenches with our nose to the grindstone day in and day out,” Anthony remembers. “When you were slow, you didn’t always have the capital to institute big changes and when you were busy, there was no time to.”

While they were always improving and adapting where possible, the real push to improve came with the Covid-19 pandemic. Rick and Anthony recognized that there was a niche in the market to stand out and create a unique experience in title. Instituting the EOS operating system in their business afforded them the time and the right team to make their vision a reality.  It was the collective bar set by every customer interaction, shaped by giants like Amazon, Uber, and Netflix that caught their eye. These experiences had created expectations for seamless, exceptional service that extended far beyond their industry.

"Poor customer service across every type of business seemed to have become the standard after the pandemic. It was at that point that I noticed companies that were still able to offer an exceptional experience were like a beacon of light in the darkness. That is how our most important core value came about to provide a remarkable customer experience with every interaction,” Anthony explains. “If our customers aren’t actually commenting on how impressed they are, we did something wrong.”

This realization ignited a transformation at Pennsylvania Land Titles. Rick and Anthony set out to not just compete but to be extraordinary— to be remarkable.

Fostering a Culture of Innovation

To stand out in a crowded market, Rick and Anthony knew they had to cultivate a culture of innovation within their company. They encouraged their team to think creatively and constantly seek new ideas. 

"We want our team to be curious, open-minded, and eager to explore new perspectives," Rick says. "We believe the best ideas come from that kind of environment."

Leading by example, the brothers made ongoing education a priority. They attended conferences, read extensively, and sought out mentors. Yet, one of their most effective strategies was observing the world around them. From the subtle touches that make a customer experience memorable to innovations in unrelated fields, they drew inspiration from every corner.

"I'm always on the lookout for what I call 'wow' moments," Anthony shares. "When I went for a jog and passed a local salon and heard music playing from outdoor speakers, I was inspired by the vibe it set without even having to walk through the doors. We now have music playing outside of our office that greets customers when they park. When you seek inspiration from the whole outside world rather than just comparing yourself to your competitors the ideas really begin to flow."

The Weekly Question & The 5-Star Myth

At the heart of their approach is a simple yet powerful weekly question posed during leadership meetings: "What can we do better?" This question has become a cornerstone of their culture, pushing their team to anticipate needs and exceed expectations.

"It's not just about solving problems," Rick says. "It’s about being proactive, thinking ahead, and finding ways to wow our customers."

No stone is left unturned from the approach of what would make us stand out, what can be improved no matter how big or how small. They hired a Miami-based graffiti artist to paint a mural in their lobby as a backdrop for post-closing pictures and even erected a small house facade with a porch outside for further photo opportunities. Even the envelopes for realtor commission checks were custom made to stand out from the rest.be especially unique.

In today’s world, where 5-star reviews are a dime a dozen, Rick and Anthony argue that excellence goes beyond superficial ratings. "Anyone can earn a 5-star review online," Anthony points out. "But can you actually get someone on the phone when you try calling them? Often not. True excellence means being responsive and present—something that goes beyond the online rating."

The Remarkable Box

One innovative idea that emerged from their reflective practice was the “Remarkable Box.” The concept is straightforward: whenever someone notices or creates a remarkable experience—whether from another business or within their own—they write it down and drop it in the box. Monthly, the team reviews these notes to recognize and discuss them.

This exercise has spurred creativity, fostering discussions about how to enhance every aspect of their business. From greeting customers to communicating during the closing process, every detail is scrutinized to ensure it leaves a lasting impression.

"We wanted to create an experience that would make our customers say, 'Wow, that was amazing!'" Anthony says.

Rick and Anthony’s journey teaches us a crucial lesson: your competition isn’t just the business next door. It’s every company your customers interact with. To truly stand out, you need to elevate your game, stay curious, and embrace a culture of innovation.

By focusing on creating remarkable experiences and continually pushing the boundaries of what’s expected, Rick and Anthony have transformed Pennsylvania Land Titles from a traditional title company into a trailblazer in their industry. Their story is a powerful reminder that in today’s market, it’s not enough to be better than the competition; you must be extraordinary.

In the often-overlooked world of title and escrow, a quiet revolution is underway, led by a man whose journey into this niche industry began thousands of miles from the United States. Gorkem Kuterdem, CTO of SoftPro, wasn’t your typical tech wunderkind. Raised in Turkey and later arriving in America as a high school exchange student, his early aspirations were far from the labyrinthine processes of title insurance. But as fate would have it, this unlikely path would lead him to transform the very industry he now calls home.

From Microfilm to the Cloud: The Beginning

Kuterdem's story begins with his mother, Tami, who had spent years helping title companies access critical market share data—a task that once involved transporting microfilm and CDs to clients across the country. As technology evolved, Tami saw the future: the internet. But she needed help taking her analog business into the digital age.

Enter Gorkem, who, though not a programmer by trade, seized the opportunity. “She needed technical help getting everything online. I wasn’t a web developer, but I decided to dive in,” he recalls. What started as a favor to his mother turned into a crash course in databases and web development. In a matter of months, Gorkem shifted Tami’s business from the physical limitations of microfilm to the expansive possibilities of the cloud. It was a pivotal moment for both host-mother and son—and the first step in a much larger journey.

A Dive into Data and Automation

After successfully transitioning his mother’s business, Gorkem caught the eye of a Seattle entrepreneur, which led to his next big break: developing a business intelligence platform for a major title underwriter. “Working with national underwriters’ databases taught me a lot about the industry,” he says. This experience laid the groundwork for Gorkem’s guiding principle: efficiency.

The title industry, traditionally bogged down by paperwork, manual processes, and disjointed workflows, was ripe for innovation. As Gorkem ascended the ranks, ultimately becoming CTO of SoftPro, he zeroed in on the industry’s biggest inefficiencies. “We built a workflow engine for closings,” he explains, “and that’s where I saw the real opportunity. The closing process is where automation can truly shine.”

The AI Frontier: A New Era in Title

Now, with the rise of artificial intelligence, Kuterdem is pushing the boundaries of what’s possible. “Before AI, we had hit a ceiling on how much we could automate,” he says. “But now, the possibilities are endless.” His vision is bold: eliminate human involvement in routine processes so that employees can focus on exceptions rather than the minutiae of everyday work.

Yet, Gorkem acknowledges the paradox: the title and escrow industry is full of exceptions. “The exceptions often become the rule,” he notes, pointing to the complex, document-heavy processes that still create hurdles for full-scale automation. AI, in his view, is poised to overcome these challenges—but it’s not there yet.

Consolidation and the Future of Workflows

One of the most striking realizations Gorkem has had over the years is how underutilized most software systems are. “Most companies use only 10-20% of the features available in any given platform,” he says. This inefficiency drives his current mission at SoftPro: helping businesses streamline operations by consolidating their software and maximizing the tools at their disposal.

As he leads SoftPro’s innovation efforts, Gorkem is laser-focused on reducing unnecessary human involvement in processes, freeing up time for employees to focus on meaningful tasks—like building client relationships and delivering exceptional service. “Automation isn’t about replacing people; it’s about enhancing human interaction by removing the busywork,” he emphasizes.

The Road Ahead

Gorkem Kuterdem’s journey, from digitizing his host-mother’s business to pioneering AI-driven automation, is a testament to the transformative power of technology. But for Gorkem, it’s not just about what technology can do; it’s about how it can enable people to do more. As the title and escrow industry teeters on the brink of a new era, Gorkem’s vision for the future is clear: a world where automation empowers humans to focus on what truly matters.

In an industry that has long been steeped in tradition, Kuterdem’s innovative approach is proving that change is not only possible but inevitable. The title and escrow industry may be slow to adapt, but with leaders like Gorkem at the helm, the future looks bright—and automated.

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