비샬 가르그 창업자가 베터 홈 앤 파인낸스 홀딩스(Better Home & Finance Holding Company)의 90일 반전 계획을 발표했으며, 이는 b 달성 목표를 향해 진행 중이다.
Founder Vishal Garg today released a comprehensive 90-day plan for Better Home & Finance Holding Company designed to restore profitable growth, lower expenses, strengthen governance, and rebuild shareholder value. The strategy targets quarterly funded-loan volume of $2 billion, which represents the company's break-even point, alongside monthly revenue growth of $7 million and a reduction in monthly cash burn from approximately $4 million to $0. These initiatives combine growth efforts driven by Better's Tinman technology platform with AI-enabled expense reductions, a proposed board refresh, a search for a permanent chief executive officer, and a capital-return program for shareholders.
Highlighting recent performance, Garg stated, Over the last two and a half years in a market environment where all other mortgage companies have declined, we have grown revenue 2.5x while keeping operating expenses basically flat. He added, The next step is to build on that operating discipline - improving conversion, expanding HELOCs, deploying AI where it drives real value and working harder for shareholders. The plan projects that the targeted volume increase will generate approximately $7 million of additional monthly revenue at a 35 percent contribution margin, yielding roughly $2.25 million in additional monthly contribution margin.
Key operational actions include launching the CK HELOC through API-driven Tinman execution and re-engaging five major pipeline partners who were previously stalled due to discussions around a standardized TinmanGo portal. The company aims to increase loan-officer talk time from 2.1 hours per day to the industry average of 4 hours per day using AI call routing and workforce management, targeting at least a 50 percent improvement in conversion across direct-to-consumer and partner channels. Additionally, Better plans to raise its direct-to-consumer lock-to-fund rate from approximately 45 percent toward the industry standard of 60 percent by enhancing incentives and implementing AI-led consumer communications during processing delays.
Regarding the technology rollout, Garg explained, Step one is continuing to build out the AI infrastructure and deploy Tinman to the five major partners I was in the process of closing. Step two is making sure our people focus on the work AI cannot do: speaking with customers, processing loans faster, and leveraging AI to underwrite more efficiently. To drive efficiency and cut costs across mortgage operations, legal, compliance, finance, and accounting, the plan aligns commissions on AI-assisted customer conversions to save approximately $500,000 per month. It also replaces one- to two-day counteroffer delays with instant approvals to boost conversion rates and reduce processor and underwriter costs by roughly $1 million monthly, while shifting portions of legal and litigation support to AI-powered teams to achieve another $500,000 in monthly savings.
The release addresses broader governance concerns, questioning whether activist or transaction experience can substitute for demonstrated operating leadership at a regulated, technology-enabled consumer fintech. It notes that Daniel Lewis transitioned from director to interim CEO in seven days, with a background focused on sales, spin-offs, and asset monetization rather than sustained operational execution in mortgage technology and compliance. To address this, the plan calls for replacing five current directors with a board prioritizing operational excellence and shareholder alignment. Proposed directors would be required to purchase Better stock equal to twice their board compensation, with all compensation paid entirely in stock. The new board would prioritize individuals with experience scaling businesses from approximately $200 million in revenue to significantly higher levels through operational execution.
The board will engage Daversa Partners to immediately begin searching for a permanent chief executive officer with fintech, credit, and AI experience, aiming to appoint a successor within 120 days of board consent becoming active. Concurrently, the plan mandates completing the sale of Better's UK bank within 30 days of a board transition, subject to finding a credible counterparty and securing required approvals. Proceeds from the UK bank sale, combined with projected cost savings and increased revenue, will fund a $30 million share repurchase program, including an immediate initial authorization of up to $10 million, pending legal requirements and market conditions. Garg concluded that these coordinated steps will unlock the company's full value and narrow the valuation gap between Better and comparable AI-native businesses. Media inquiries may be directed to the provided contact email, and the source is listed as Vishal Garg.