Q&A With Spectrum Solutions’ Talia Ramirez on the Hidden Costs of Delayed Property Preservation

Talia Ramirez is president of Spectrum Solutions, a national field services and property preservation firm. With more than 20 years of experience in both mortgage servicing and property preservation—including leadership roles at Bank of America and Computershare—Ramirez brings a rare dual perspective to the challenges facing servicers and investors today.

MBA Newslink recently sat down with Talia Ramirez to discuss the financial and community impact of delayed preservation, the KPIs that matter most, and how technology and accountability can reshape outcomes for servicers, investors, and neighborhoods alike.

MBA Newslink: You’ve said that delayed property preservation is one of the most expensive hidden costs servicers face. Can you explain what you mean by that and why the impact is so significant?

Ramirez: When preservation work is delayed, costs add up fast. A missed inspection or an unsecured property can lead to code violations, blight, vandalism or damages that are far more expensive than addressing the issue upfront. Delays also can cause servicers to miss FHA conveyance deadlines, forcing them to absorb maintenance and other preservation costs.

Property preservation expenses can far exceed other costs on a defaulted loan if not managed properly. Servicers need to view each asset holistically—not just at the work-order level. The First Time Vacant (FTV) inspection is critical: all damages must be identified and prioritized immediately to control costs and prevent further deterioration.

If a servicer misses FHA conveyance deadlines, every decision and every day afterward becomes exponentially more expensive. Too often, losses aren’t recognized until the end of the default cycle—when the property is disposed of and the un-reimbursable expenses surface during the book-loss process.

In one case, I inherited a portfolio where losses exceeded $200,000 a month simply because preservation wasn’t happening on time. Within 90 days, by improving oversight and accountability, we reduced those losses to $1,000. Many of these losses are “invisible” until the end of the process—but with tighter controls, they’re entirely preventable.

MBA Newslink: From your experience, what are the most common reasons preservation efforts get delayed, and how do those delays show up in the numbers for servicers and investors?

Ramirez: The biggest culprits are weak vendor accountability and a lack of timely information. Servicers may not realize that tasks are incomplete until weeks later, and by then, the damage is done. I’ve also seen breakdowns between preservation, hazard claims and conveyance teams. If those groups aren’t aligned, properties can sit idle for months. For servicers, it means increased losses, and for investors, it translates to reduced recovery rates and longer timelines.

These problems don’t just erode margins–they also raise compliance and reputational concerns with regulators and communities.

The good news is that once you identify where the breakdowns occur–whether it’s with the vendor or at the process level–you can intervene quickly and reverse the financial impact.

MBA Newslink: You mentioned you’ve led initiatives that significantly cut monthly losses and reduced FHA conveyance timelines. What were the key changes you put in place to achieve that kind of turnaround?

Ramirez: The turnaround came down to three things: transparency, alignment and accountability. We broke down silos between preservation, claims and conveyance teams and had them work together, so everyone shared ownership. We also enforced vendor accountability with twice-a-week phone calls as well as additional ad hoc calls every week .

These sound like simple changes but applying them consistently produced dramatic results. Losses dropped by 99% and FHA conveyance timelines fell from multiple years to just 30 days,  delivering better outcomes for servicers, investors and the communities where these properties were located.

MBA Newslink: How can servicers and investors better measure the performance of their field services vendors to avoid hidden costs and spot problems earlier?

Ramirez: The key is focusing on the right KPIs. Too often, servicers focus on basic completion metrics–like whether a securing was done within regulations–and stop there. More meaningful measures include:

• Pre-sale spend tracking, to monitor monthly preservation costs and flag properties trending over budget.
• “90-days-to-sale” reporting, to prioritize properties approaching foreclosure so they meet CAFMV and appraisal requirements.
• Claims feedback loops, where the claims department reports denied or unreimbursed expenses back to preservation teams, highlighting where process or quality issues are costing money.

Just as important is the frequency of measurement. Monthly or quarterly or even weekly reports are too slow–you need daily visibility to catch issues early. By shifting the focus from work volume to performance-based, timeline-driven and cost-centered KPIs, servicers can make data-driven decisions that truly protect their bottom line.

MBA Newslink: Beyond the financial savings, what broader benefits come from improving preservation timelines—for borrowers, neighborhoods, and the overall market?

Ramirez: Everyone benefits from improved preservation timelines. For servicers, it usually means fewer out-of-pocket expenses for repairs and shorter conveyance turn times. For neighborhoods, secure and well-maintained properties reduce blight and help stabilize property values. And for the broader market, it strengthens investor confidence that assets are being managed responsibly. Preservation is sometimes seen as a cost center, but when done right, it creates a ripple effect that strengthens the entire servicing chain, far beyond the dollars saved. Preservation is more than just a stop gap. It is a critical piece of the housing market itself.

MBA Newslink: Looking ahead, what innovations or practices in field services do you believe will make the biggest difference in helping servicers manage costs and compliance more effectively?

Ramirez: Smarter use of data will certainly make a big difference. Real-time dashboards, predictive analytics and AI-powered oversight will allow servicers to spot risks before they become losses. Servicers will be able to anticipate which properties are most at risk of code violations and resolve issues proactively.

But technology alone isn’t the answer. Success comes when technology is combined with disciplined processes and experienced teams who know how to interpret and act on what the data shows. Innovation in field services isn’t about replacing people–it’s about empowering them with better insights so they can deliver consistent, compliant results. That’s where I see the most potential to reshape outcomes for servicers and investors in the years ahead.

(Views expressed in this article do not necessarily reflect policies of the Mortgage Bankers Association, nor do they connote an MBA endorsement of a specific company, product or service. MBA NewsLink welcomes submissions from member firms. Inquiries can be sent to Editor Michael Tucker or Editorial Manager Anneliese Mahoney.)