[Hector]

There has been many changes in management at NEXA Lending, LLC. Started with the termination of many senior level executives. Mike Kortas, the CEO of NEXA Lending terminated Matt Grella, the co-founder and Vice President of NEXA Lending. Then key people such as Taylor Bradley, licensing and compliance, Kristi Wake, the director of NEXA Academy, the head of accounting who was contracted through VFA, and other high profile executives, high level management staff, licensed personnel, and support and operations staff were terminated and no longer associated with NEXA Lending. You then get new people such a Jason DuPont, named the Chief Operating Officer, a new CFO, and today, Geri Farr who was hired as the Chief Growth Officer six month ago gets named the new President of NEXA Lending. Mike Kortas’ adminstrative assistant Rana Mortesen gets named as the New Chief Adminstrative Officer (I do not know what that means: a fancy title of adminstrative assistant?), and other people. Not too many people know much about the new President of NEXA Lending, Geri Farr and there’s a lot of questions with regards to her role and what she will be doing as the new President of NEXA Lending. Also, AXEN REALTY was formed, FBSO.COM was purchased by NEXA Lending’s CEO Mike Kortas, and there was a press release stating that NEXA Lending will be doing a lot of acquisitions of mortgage brokerage offices, existing lending institutions, and real estate offices. It will be greatly appreciated if you can give a comprehensive explaination on what direction the company is going and why so many abrupt changes. I do not have any complaints but like to make some sense on the direction NEXA Lending is going and I am sure other NEXA Loan Officers and employees like to know as well. It would be great if we can get the reasons why high executives and managers were let go and replaced. By Kortas stepping down, what is his role going to be? Reitrement?

https://gustancho.com/careers/

• This reply was modified 1 day, 2 hours ago by  Gustan Cho.

gustancho.com

Mortgage Branch Manager Opportunity Careers

Mortgage Branch Manager Opportunity Careers for goal oriented licensed loan officers. Start as an independent loan officer on your own P and L

[George]

Many NEXA loan officers and staff have requested clarification on recent organizational changes. This document outlines the current developments.

OverviewThe Kortas-Grella Split: Origin Story

These changes began with the dissolution of the founding partnership between Mike Kortas and Matt Grella. Kortas owned 50.5% of the company, and Grella owned 49.5%. Kortas focused on growth, while Grella managed operations.

In March 2024, Grella was terminated and later filed a lawsuit against Kortas in Maricopa County, Arizona, alleging misuse of company funds for aviation expenses, including an aircraft purchase and hangar lease for personal and business use.

Kortas responded publicly by posting a photo of himself and Grella by a private plane, suggesting Grella’s involvement in the aviation activities. With the lawsuit public, both parties have made disputed claims. The split created a gap in operational leadership, leading to a broader reorganization.

Recent operational changes reflect a clear strategic direction. At NEXAFest 2025, Kortas announced a new strategy, including rebranding from NEXA Mortgage to NEXA Lending. He clarified that the company is not shifting to a retail model but is maturing as an organization. The ‘Brokers Are Better’ campaign increased brand awareness and market share but also created a divide between brokers and retail lenders. Kortas stated that this messaging has ‘run its course.’

NEXA is transitioning to a non-delegated correspondent lender, acting as its own lender and funding 60% of loans through its warehouse lines.

The company continues to offer 100% commission, as Kortas explained: “we have no middle management and we have no debt.” This structural change required new leadership with experience in retail and large-scale institutional lending to support growth at a larger scale.eri Farr, and What Does Her Promotion Signify?

Geri Farr Named President of NEXA Lending

Farr was most recently Senior Vice President of West Retail Sales at Kind Lending and previously held key leadership roles at Bay Equity, where she built teams and developed growth strategies. She is well known in the mortgage industry as a retail lending executive.

NEXA wants to attract large retail producers who haven’t considered wholesale before, and putting a senior retail insider in this role is meant to help.

When Farr was named Chief Growth Officer, Kortas said there would likely be more plans for her at the company, explaining, “Our plans for Geri extend well beyond the role of Chief Growth Officer.” Since her promotion, it’s been clear she would become President, likely focusing on expanding NEXA by recruiting large retail loan officer teams, overseeing company culture and production, and managing acquisition relationships.

The New C-Suite: A Team Built for Scale

Understanding the collective strengths of the new leadership team is important. Jason DuPont (COO): DuPont, promoted internally at NEXA, brings a “relentless architect” approach to talent, operational systems, technology innovation, and market-leading initiatives. He has a strong understanding of the company culture.

Von Maharaj (CFO): Maharaj has 17 years of experience in mortgage finance, including time at Bear Stearns and as CFO of an independent mortgage bank in Dallas.

He focuses on reducing costs, managing contracts, and building a strong financial foundation. Growth and efficiency are priorities, and his role is key as NEXA aims for institutional-level scaling. Tammy Richards (Chief Strategy Officer): Richards brings over 35 years of experience at large institutions, including Kind Lending, loanDepot, Bank of America, and Wells Fargo. She and Farr worked together at Kind Lending, which gives this group a strong, unified sense of purpose.

Rana Mortensen (Chief Administrative Officer):

The CAO role covers administrative functions across all NEXA locations, including human resources, people operations, corporate and internal communications, and systems administration. Mortensen previously worked in Kortas’s office, demonstrating trust in her abilities. Her responsibilities have ranged from assistant to office manager, reflecting loyalty and competence.

AXEN Realty and FSBO.com: Building an Ecosystem

These strategic initiatives should be viewed in the broader organizational context. NEXA Lending partnered with former branch manager Chase Lance, now at AXEN Realty, to establish AXEN Realty in June 2025. The brokerage recruited over 500 agents in its first 90 days.

While AXEN Realty and NEXA Lending maintain a close relationship, they operate as separate entities. This allows AXEN agents to offer NEXA Lending’s Flexible Mortgage Solutions products with faster turnaround times.

Kortas and Homepie CEO Brad Rice later acquired FSBO.com through FSBO Holdings LLC. While NEXA does not fully own FSBO.com, the platform supports NEXA by offering lead discounts and facilitating lead aggregation. Kortas described FSBO.com as a lead-generation tool, stating, ‘We’re going to use it as a massive, massive lead aggregator.’ The acquisition also benefits AXEN Realty, as the platform is being redesigned to allow buyers and sellers to transact directly, commission-free, while still receiving support and cost savings.

MIssion of Nexa Lending

NEXA’s primary objective is to build consumer trust early in the home-buying process, before consumers select an agent or lender, and guide them toward the NEXA/AXEN network. Retiring?

Public information confirms that Kortas is not retiring. He remains Chief Executive Officer and is highly active. Kortas is described as driven, focused, and committed to growth, innovation, and leadership in the mortgage brokerage sector.

He is delegating daily operations and company culture to the new C-suite while focusing on broader strategic initiatives, including acquisitions, ecosystem development, artificial intelligence, and strategy. Appointing a President (Farr) indicates a desire for a trusted leader to oversee internal operations as he pursues external opportunities. Means for Loan Officers and Staff.

New Leadership At Nexa Lending

NEXA is transforming from a broker-focused startup into an organization positioned to become a leader in the national mortgage and real estate market. Kortas considers the previous leadership structure, including Grella and others from the original model, ineffective. The new leadership team is designed to recruit large retail producers and manage operations at a higher level

These initiatives, including the acquisition of FSBO.com, the establishment of AXEN Realty, the implementation of an AI platform, and a broader acquisition strategy, aim to engage consumers earlier,

accelerate loan closings, and increase the number of loan officers from about 3,350 to a target of 5,000. While outcomes remain uncertain, the strategic direction and organizational focus are clear.

• This reply was modified 1 day, 1 hour ago by  George.

[Connie]

Several of my fellow mortgage loan originators were thinking of joining NEXA Lending and becoming independent mortgage loan originators and eventually become branch managers with a brick and mortar. Many things about NEXA Lending interested us and one of the major things that stuck out was the owner saying with conviction that NEXA Lending pays 100% to their loan officers which is not true. NEXA Lending takes 55 basis points right from the top of the 275 basis points. 25 basis points goes straight to NEXA up to $3 million in volume and then the loan officer gets 100% with any production over $3 million. Then 30 basis points gets deducted and gets allocated to revenue share. You are then left with 220 basis points. What would you pay loan officers if you have your own P and L brick and mortar branch? What would expenses be? How about employer matching taxes on W2 employees? I heard there were many junk fees like tech fees, accounting fees, and other fees? Do you have enough spread to pay for receptionist, processors, LOAs, rent, utilities, marketing expenses, insurance, licensing, reserves, and other fees and costs to comfortably run a brick and mortar P and L mortgage net branch? I heard there are other similar mortgage companies similar to NEXA Lending? Some names that came to mind is C2 Financial, Barrett Financial, Loan Factory, Edge Home Loans, or starting your own broker shop. Can you please advise on other mortgage net branch vs your own mortgage broker opportunities, costs, expenses, and maintainance fees in running them? Very much appraciated.

https://gustancho.com/careers/

gustancho.com

Mortgage Branch Manager Opportunity Careers

Mortgage Branch Manager Opportunity Careers for goal oriented licensed loan officers. Start as an independent loan officer on your own P and L

[Lisa Jones]

This guide is organized into clear, easy-to-read sections.

<hr>NEXA Lending and Mortgage Net Branch vs. Independent Broker: The Definitive GuideNEXA Lending: The Actual Numbers

Understanding the compensation structure is key. The “100%” pay offer can be misleading. While the main rate is 275 basis points, NEXA keeps 25 and puts 30 into the revenue pool, so you actually get 220 basis points. The “100%” only applies after NEXA takes its 55-basis-point share. Make sure to consider this before deciding.

Cost Of Running a Mortgage Net Branch

Running a physical branch at NEXA is a lot like managing your own small business, except you use the NEXA brand. As a branch manager, you cover all the expenses. Here are some key budget points and financial details to keep in mind.

Most branch managers pay their loan officers between 100 and 160 basis points, depending on experience. New hires usually get 100 to 120, mid-level officers get 130 to 150, and top performers get 150 to 160 or more if they hit their goals.

Profits can go down quickly. For example, if you start with 220 basis points and pay an experienced officer 140, you’re left with only 80 for everything else: rent, salaries, technology, compliance, marketing, insurance, your own pay, and office costs. On a $350,000 loan, that’s just $2,800 to cover all expenses. Depending on your branch’s volume and spending, that money can run out fast.ent alone can range from $2,000 to $6,000 a month, depending on your space and location.

Payroll And Expenses In Running A Mortgage Net Branch

A full-time receptionist costs $3,000 to $4,500 per month, plus taxes and benefits. High-volume branches may need several loan processors, each costing $4,000 to $7,000.

A loan officer assistant adds another $3,000 to $4,500. If you want to grow, budget $1,000 to $5,000 for marketing, especially for digital ads or mailers. Errors and omissions insurance is $200 to $600 per month.

Licensing and compliance fees are $300 to $800, utilities $300 to $700, and accounting or bookkeeping $300 to $800. Remember to keep reserves for slow months, compliance issues, or staff changes. These costs can change each month. A small office with a limited team usually costs $15,000 to $30,000 per month, not including your own pay. personal compensation.

Payroll Taxes Associated with W-2 Employees

If you’re used to working as a 1099 contractor, hiring W-2 employees brings new expenses. Besides base pay, you have to pay Social Security and Medicare taxes at 7.65%, Federal Unemployment Tax at 0.6% for the first $7,000 of wages, and State Unemployment Tax between 1% and 5%. These are all extra costs for you as the employer.

For example, if your processor earns $55,000 a year, payroll taxes add another $4,500 to $5,500. If you hire three or four W-2 employees, you’ll pay $15,000 to $22,000 more each year just in payroll taxes. Many branch managers forget to include these costs when making their budgets.

The Truth About Junk Fees

Hidden fees in the net branch world are a real concern. Many agreements include technology fees of $50 to $300 per loan officer each month, compliance and audit fees of $100 to $500, and accounting fees of $100 to $400, plus your own bookkeeping costs. Parent companies often charge higher premiums for errors and omissions insurance. Add in fees for training, marketing tools, and admin services, and your monthly costs can reach $500 to $1,500 per loan officer. As your team grows, these expenses go up too.

Closing A Branch With A $3 Million Production Volume

Suppose your branch closes $3 million a month, which is about 8 to 10 loans at $350,000 each. At 220 basis points, that’s $66,000 in revenue. If you have three loan officers, each earning 140 basis points, their total pay is $126,000—almost double your revenue before you pay any bills. Unless you increase your volume, it’s tough to offer good pay and cover office costs with just 220 basis points.

Most successful branches need $8 million to $15 million or more in monthly business, or they have to pay loan officers at the lower end of the pay range.

This makes it hard to attract and keep top talent. Some managers keep things small, with small teams, remote processors, shared assistants, and by handling much of the branch’s work themselves. It’s a tough path that can slow your growth.

C2 Financial

C2 Financial is one of the largest mortgage brokerages in the country and offers net branch options with different compensation structures. They give you access to many lenders and strong support, which is helpful if you want the backing of a big company. As with NEXA, make sure to review C2’s deductions, fees, and your actual take-home pay. The headline numbers rarely tell the full story.

Barrett Financial

Barrett Financial stands out in the net branch space, especially if you focus on non-qualified mortgages or investor loans. If your clients are self-employed, real estate investors, or have unique financial profiles, Barrett could give you an edge.

Their net branch terms are flexible and negotiable, depending on your contract and production. On the other hand, offers strong compensation splits, making it a good choice for high-volume originators who want to earn more per loan.

Barrett Financial provides advanced technology but less hands-on support than bigger net branch firms. This setup works best for experienced, independent loan officers who can handle most administrative tasks independently.

Edge Home Finance

Edge Home Finance is another big name in the net branch world. No matter which provider you look at, always ask for a detailed, itemized list of all fees before you sign anything. This way, you’ll know exactly what your net compensation will be after deductions. Edge Home Finance is a great fit for experienced originators who are ready to go independent. As an independent broker, you own your business, build direct relationships with lenders, and keep all lender-paid compensation after your expenses. There are no corporate overrides, revenue shares, junk fees, or hidden deductions cutting into your earnings.

You can often earn more with this model.

For example, if a lender pays 275 basis points and you keep 260 after technology and compliance costs, that’s more than the 220 basis points you usually keep as a net branch manager before other expenses.

A 40-basis-point difference on $5 million in monthly business adds up to $20,000 per month, or $240,000 a year, that would otherwise go to the parent company for branding and support. Consider whether this trade-off aligns with your goals. State mortgage broker licenses cost $500 to $2,500 or more, depending on the state.

Licensing and Surety Bond Costs

Surety bonds are required in every state and cost $1,000 to $5,000 per year, based on the bond amount and your finances. Loan origination systems like Encompass and BytePro cost $1,000 to $3,000 per month. Legal and business setup fees range from $1,500 to $5,000 and are paid once. NMLS registration, errors and omissions insurance, and compliance software add $3,000 to $8,000 per year. Total first-year costs are usually $15,000 to $40,000, depending on how many states you are licensed in and which systems you choose.

Costs Per Loan

Once you’re set up, the cost per loan is usually lower than in a net branch model, since there are no extra company layers to pay for. You keep control, get the full value, and shape your company’s culture, lender relationships, and growth. The branch model is best for those who need help with compliance, lender access, branding, and parent company support, and can’t set these up on their own.

In these cases, the extra cost may make sense. However, many professionals have enough experience to manage a branch and their finances. Most net branch setups help you consider going fully independent.

You can have more control over your long-term goals, and ongoing net branch fees may eventually limit your freedom. The net branch model is a lot like a franchise: you get a quick start and steady support, but you’ll always share your revenue. Decide if the support is worth the ongoing cost. For many experienced teams, it’s not.

No matter which path you choose, always have a mortgage industry attorney review any net branch agreement before you sign. Pay close attention to exit terms, non-solicitation and non-compete clauses, who owns your clients and referrals, and every fee, especially the recurring ones. Missing these details can cause major headaches if you ever want to switch models or go independent.

[Kay Anne]

What type of questions should I ask when interviewing with a mortgage company recruiting mortgage net branch opportunities: I will list some of the questions I have but if I forget important questions that are important, I would appreciate it if you can advise and remind me. First question is the compensation of the mortgage net branch, and the recommended compensation for the loan officer? Self-Generated Leads vs Branch Leads. What are the junk and administrative fees, such as tech fees, CRM, etc. Can you operate as a dba and what does that entail and cost? Who does the processing? Contract Processing? Can you hire your own mortgage processors and Loan Officer Assistants, Marketing People? Can I use an overseas Virtual Assistance Company I have been using for many years? Can I operate my own mortgage broker company in Illinois and be with the mortgage net branch company for all other states that my mortgage broker is not licensed?

[Lisa Jones]

Thank you for your feedback. You raised several important questions. Below, I address each point, clarify key considerations, and introduce additional questions for further evaluation.

Your Questions, Clarified and Expanded

How Net Branch Mortgage Managers Are Compensated. Inquire not only about the pay structure but also request a detailed example illustrating how gross lender-paid compensation is converted into your net take-home pay. Identify all company deductions applied before any splits.

Determine whether there are production requirements and whether the revenue programs are mandatory or optional. Verify the maximum compensation a loan officer can earn per loan and whether any caps exist.

Ask if compensation is available in both lender-paid and borrower-paid scenarios. Confirm the timing of payment after closing and whether payments are disbursed per loan or on a monthly basis. Finally, clarify the implications of paying off a loan early or of lender penalties applying.

Self-Generated Leads Versus Branch Leads

Determine whether the company provides leads, their costs, and sources. Ascertain if leads are exclusive to you or shared. Clarify ownership of leads and the client database if you leave. Identify any restrictions on independent marketing or requirements to use company materials. Inquire about collaborating with real estate agents or builders and the compliance procedures for such partnerships. Request written documentation for all terms before signing.

Request a comprehensive list of all branch-related fees, including administrative, compliance, errors and omissions insurance, bookkeeping, training, background checks, wire, NMLS processing, CRM, point-of-sale, and technology fees.

Determine whether these fees are assessed per loan, per month, or per loan officer, and whether they increase as your team grows. Ask if any fees exceed the company’s actual costs, which may indicate profit from overrides. Confirm if there is a minimum production requirement.

Mortgage Net Branch Operatibg As A DBA Of The Parent Company

Determine whether the company permits operation under a doing business as (DBA) name distinct from its corporate name. Clarify if prior approval is required, the approval process, and any guidelines or restrictions on permissible words or phrases. Establish who is responsible for filing the DBA and the associated costs at both the state and county levels.

Confirm whether the DBA will appear on business cards, marketing materials, websites, and loan documents, and whether the company’s name will also be displayed.

Inquire about the ownership and continued use of the DBA if you leave the company. Determine whether pre-approval or firm vetting is necessary. Clarify quality control and compliance oversight for processing, including responsibility for processor errors. Ask if the company recommends a processing partner and whether any contractual obligations or financial incentives exist for using that partner, as this may present a conflict of interest.

Hiring Your Own Processors, LOs, Assistants, and Marketers

Determine whether you may hire your own processors, loan officer assistants, and marketing assistants, or if company approval is required. Inquire about licensing requirements for these roles and whether the company provides financial support for licensing. Clarify whether your staff will operate under your company’s Employer Identification Number (EIN) or the company’s EIN. Assess liability and workers’ compensation coverage for your team. Identify any restrictions on the content your marketing staff may create or distribute on your behalf.

Engaging an Overseas Virtual Assistant Company

This is a key compliance question that is often missed. Ask if the company allows overseas virtual assistants in mortgage operations. Find out if there are tasks overseas VAs cannot do because of confidentiality, state licensing, or federal rules. Since VAs handling nonpublic personal information can create compliance risks under the Gramm-Leach-Bliley Act, ask if the company has a policy on overseas contractors and if your VA company needs a business association.

Confirm if there are NMLS-related restrictions on overseas staff performing specific functions. Clearly define the responsibilities of your virtual assistant team and seek explicit approval from the compliance officer for those tasks.

Ask about the costs and logistics if you need two assistants at once. Also, ask what happens if the net branch company gets licensed in Illinois, and if your contract would require you to move your Illinois business under their company.

Engage a qualified mortgage attorney in Illinois to review any contract prior to execution. This ensures that no provisions inadvertently restrict your business operations within the state.

Other Important Questions You Should AskThe Agreement And Termination Conditions

Clarify the duration of the initial contract phase and whether it renews automatically. Determine the required notice period for termination, specifying whether it is 30, 60, 90 days, or another timeframe.

Ascertain the existence and scope of any non-solicitation agreement, including whether it restricts the transfer of loan officers, employees, referral partners, or customers.

Confirm the presence of a non-compete agreement and whether it is governed by your state’s laws. Identify the financial consequences of early termination. Clarify the status of loans in your pipeline upon providing notice and whether continued use of the company’s system is required for pipeline management after notice is given.

Compliance and Licensing Supervision

Determine who holds the mortgage broker or lender license for your branch in each state. Clarify whether you will operate under the company’s license or require your own in certain jurisdictions. Identify who is responsible for loan officer license renewals and continuing education. Inquire about the process and frequency of compliance audits. Establish procedures for managing regulatory complaints against your branch and for handling legal defense. Confirm the availability of a dedicated compliance officer for ongoing inquiries.

Insurance Protection

Inquire about the company’s errors and omissions insurance, including coverage limits and whether it extends to your branch and loan officers. Determine if you are required to obtain separate coverage. Ask about the necessity of fidelity or surety bonds and the party responsible for payment. If you maintain a physical office, confirm whether general liability insurance provides adequate protection.

Accessibility of Lenders and Available Products

Determine the number and identity of approved wholesale lending partners. Verify whether any of your current lenders are excluded, and the process for adding them. Inquire about the existence of preferred lenders, associated incentives for directing business to them, and the disclosure of such incentives to borrowers. Ensure that your branch can offer the full range of required loan products, including conventional, FHA, VA, USDA, jumbo, non-QM, renovation, reverse, and construction loans.

Technology Platform

Inquire about the loan origination system utilized by the company and whether it aligns with your prior experience. Determine the availability of a point-of-sale system for online applications and document collection. Ask about the functionality of the pricing engine and access to real-time lender pricing. Confirm the CRM system’s compatibility with your existing tools or virtual assistant arrangements. Establish whether the technology platform is developed in-house or relies on established third-party solutions. Finally, request information regarding training, support, and the onboarding process for the technology platform.

Training and Support

Clarify the onboarding support structure for new branch managers and their teams. Determine whether your branch will have a dedicated account manager or support contact. Inquire about the process for addressing compliance questions, including the designated contact for complex loan scenarios and expected response times. Additionally, ask about the availability of training webinars, mastermind groups, or other resources to support ongoing education for loan officers.

Ownership and Equity

Inquire about opportunities for ownership within the company and whether revenue or profit-sharing arrangements can result in an ownership stake. Determine if the revenue share plan includes a vesting schedule that mandates a minimum tenure before full vesting. Additionally, clarify the disposition of your revenue share if you depart prior to full vesting.

References

Request references from current branch managers who operate brick-and-mortar profit and loss (P&L) branches similar to your intended model. Do not rely solely on references from top producers or corporate staff. Seek to engage with managers who have been with the company for at least two to three years and can provide candid feedback regarding daily operations, organizational strengths, and areas for improvement. Consider reluctance to provide such references as a potential warning sign.

One Final Piece of Advice

Do not sign any agreement until it has been reviewed by a reputable mortgage industry attorney. While this may incur additional costs, it is a prudent investment. Although the preceding questions are valuable, the best way to protect yourself and your team is to ensure all commitments and agreements are clearly documented in the contract.

[Kay Anne]

Great questions and topic of discussion for those thinking on comparing several different mortgage companies as their parent companies.. I read the compensation plan of NEXA Mortgage which is the follows: 275 lender paid compensation, NEXA takes 55 basis points 25 basis point to NEXA up to $3 million and 30 basis points for revenue share up to $3 million up to $3million. Everything over $3 milllion is 100% to the loan originator. 220 basis point to the independent LOAN FACTORY is 250 compensation and $595.00 per file and $500.00 inhouse processing fee for a total of $1095.00 per file and 100% to independent MLO. Don’t know other lenders. Who has the best compensation package.

[Peter]

NEXA Mortgage and Loan Factory both work hard to win over independent loan originators with attractive pay. Loan Factory often lets you keep more money because of its simple flat-fee system. Picking the best option depends on how much business you do each year, the typical loan size , and whether you prefer steady costs per loan or the option to change pay splits.

NEXA pays 2.75% of the loan amount, but after taking out 0.55% for extra costs, you get about 2.2%. If you do more than $3 million in loans, you keep all extra earnings. Loan Factory lets you keep all your commission, starting at 2.5%, but you pay a flat $595 fee for technology and transactions, plus a $500 fee for in-house processing, for a total of $1,095 per loan. Innovative Mortgage lets you keep your chosen pay, minus $695 per loan. UWM partners and other brokerages usually limit pay to about 2.75% per loan.

For a $350,000 loan at 2.75% pay, Innovative Mortgage pays about $5,210 if you are under the $3 million level. Loan Factory pays $7,405 after its flat fees, and NEXA pays about $5,110. The $350,000 loan amount is a common industry standard.

If you close 10 loans each month, adding up to $3.5 million a year, NEXA pays you $61,320, Loan Factory pays $88,860, and Innovative pays $62,520. For most people, Loan Factory is the best choice because its fixed costs are lower on bigger loans. But if you do more than $3 million in loans, NEXA becomes a better option.

Independent brokers in Ohio can maximize earnings by seeking 1099 models with minimal overhead, easy license transfers, and adaptable splits, sidestepping the lower W-2 payouts common in regulated states. If you handle high loan volumes, Loan Factory shines as a top contender. Those eyeing multiple affiliations should check Ohio’s sponsorship guidelines. With companies like NEXA rolling out new 2024 offerings such as NEXA100, negotiating directly with service providers can unlock even better deals.