TL;DR
Princeton Mortgage was a 36-year-old family-owned business with flat sales of $36 million and no clear growth plan. Despite their long history and industry experience, they were stuck in a regional retail model. This case study shows how they built an expandable wholesale B2B channel, updated operations, aligned the go-to-market engine, and turned Princeton into a billion-dollar platform with the highest NPS in their industry.
Many long-standing businesses face challenges when trying to expand beyond their local markets, even with years of industry experience. After more than three decades in the mortgage industry, Princeton Mortgage had a solid foundation but was unable to grow, held back by outdated processes and an unclear strategy.
This case study explains how Princeton Mortgage moved past those barriers and built a national presence by rethinking its structure, operations, and go-to-market approach.
The Reality of Being Stuck
Warning Signs
- Annual sales were flat at $36M
- No expandable go-to-market system; expansion felt like starting from scratch
- Depended only on a retail channel; no B2B or broker-driven pipeline
- Leadership assumed headcount meant growth, without a plan to support it
- Operations used outdated methods like paper files and outdated technology
- Culture lacked new ideas, unity, and accountability
Main Problems
The company’s reliance on a retail-only model restricted its ability to grow into new markets. Without a wholesale or broker-driven channel, expansion was limited.
Princeton also lacked a strong brand identity. The business competed mainly on pricing and relationships, which made it difficult to stand out or build lasting value.
Its internal systems were disconnected. The CRM, compliance tools, and operational processes were not equipped to support a national footprint.
Finally, the go-to-market strategy was fragmented. Sales, marketing, and operations were not aligned, and core revenue functions operated independently rather than as a unified team.
The IGTMS Intervention Plan
Phase 1: Assess and Plan
- Rebuilt the brand story around a clear promise: The Effortless Mortgage
- Defined the ideal customer and repositioned Princeton as a current, expandable lender
- Found internal misalignments across marketing, sales, and operations
Phase 2: Build and Launch
- Started a national wholesale division, creating a dual-channel model
- Formed broker partnerships to grow without physical expansion
- Put CRM and automation systems in place to support loan officers and monitor deal flow
- Built a recruiting system focused on attracting and developing talent
Phase 3: Train and Operate
- Held over 100 training sessions a year to build a consistent sales process
- Created sales guides, workflows, and customer service processes
- Combined brand, sales, lead generation, and customer service into one go-to-market system
- Built a culture of accountability based on data and NPS
Phase 4: Expand and Organize
- Created launch playbooks for fast market entry
- Standardized broker acquisition and onboarding across states
- Launched dashboards, team rhythms, and performance feedback systems to support growth
- Used ongoing feedback to improve broker and customer experience
The Princeton Mortgage Promise
Every lender offers similar products and rates, making it difficult to stand out. Rather than competing on price or features, Princeton Mortgage decided that its process and support would be what set it apart.
They made a clear promise to every client: if someone felt their time was wasted, Princeton would pay them $1,000. This was not a marketing slogan. It created a real sense of responsibility within the company.
Sales teams understood that poor service could directly affect their results, and leaders worked to keep everyone aligned and accountable.
This level of ownership transformed the way the business operated. With a strong go-to-market system in place, the promise helped Princeton grow from a regional lender into a billion-dollar company built on reliability, trust, and consistent performance.
Results
- 30x revenue growth in under 3 years
- $1.1B in annual sales and consistent 7-figure monthly profits
- Achieved #1 NPS globally (98), above Tesla and Apple
- Featured on the Inc. 5000 twice as one of America’s fastest-growing companies
- Grew from a local lender to a Top 25 national wholesale platform
Lessons From Princeton’s Growth
1. Channel Strategy Drives Growth
B2B growth provided major leverage. Retail-only models limit potential.
2. Build Systems First
Systems must be ready for 10x growth before it arrives. CRM, compliance, and operations are essential.
3. Stand Out on Experience, Not Rates
Competing on price leads to a loss. Competing on service builds lasting value.
4. Repeatable Systems Support Growth
Each market launch followed a proven guide. This allowed smooth expansion nationwide.
The Lessons
Princeton Mortgage didn’t just grow. They changed. From a legacy regional firm with outdated systems to a national company with an expandable B2B model and strong customer service.
This is the IGTMS model at work: clear messaging, marketing that drives interest, sales that deliver, and systems that support growth.
