1990s-2000s

From the W&F 25th anniversary history book  

In 1999 there were about 35 collectors, the average number per team in 2011!

During this time and in the years to follow, there were no dialers, formal training department, or team leaders. Fees had not yet reached a million dollars per month, and the primary business placed by schools during that period were Federal Direct/Perkins student loans. Business was entered manually, and collectors opened and sorted their own mail and payments.

Mona Rankin was the Collections Manager and taught the Fair Debt Collection Practices Act (FDCPA); or collectors would simply listen to a CD for training. Training was usually only 2-3 days, and new employees had to learn quickly. It was a real “hands-on” approach. Later, when supervisors were introduced, there was a little more training, but supervisors also had their own collection units, so there wasn’t much extra guidance for new employees. Finally, in 1999, Bob Duenkel was hired to establish a full-time Training department.

Skip tracing was a “hit or miss.” Collectors used credit files, finance companies, and Search America. There were no pay sites to use, and the Internet had just begun to be a tool. Third parties and nearby’s were rarely done; 411 was frequently used. Companies like Toyota, GMAC, and AmeriCredit would skip for collectors. Pizza Hut was often used to skip trace: everyone ordered pizza, and phone numbers were in the Pizza Hut system!

Collectors worked only one late night or Saturday per week, and West Coast late hours did not exist. High Volume and Fast Track were not around. The accounts were chosen by the collectors, as they would just hit F4 until they found one they wanted to work. The office meetings were about the size of a team meeting today, but these, as well as celebrations, were well attended. Collectors had to figure out their own interest and past due balances. Blind pay-cards and post-cards were used for collecting at one point. Collectors would have to pull the credit bureau reports on a small machine, located on the other side of the collection floor, one debtor at a time.  

There was always a line at Bob Perrin’s office with employee questions on tech issues, account adjustments, and everything else. Post-dated slips were on paper; collectors had to copy each one and give them to Lisa at the beginning of each month. CRS existed but was not doing nearly all the things it does today, like pulling credit bureau reports, the post-dated check program, credit card program, and other great additions. Information provided by clients was filed alphabetically in boxes at the end of each collector row. This would include proof-of-debt and reference information.

As Williams & Fudge moved into the twenty-first century, growth and demographic expansion ruled the company's thinking -- it was time to let the remainder of the United States in on the little secret in Rock Hill, SC. An infrastructure had been built with multiple collection teams, a full-service Client Support department, and the next generation of telephonic/computer technology. From within the company, management found training and leadership talent to help develop new collectors, as well as skilled communicators who knew how to quickly, courteously, and professionally respond to the needs of colleges and universities.

In 2001 the W&F staff (around 40) moved into a new building on Addison Avenue in the Manchester area of Rock Hill. W&F was the first collection agency in the country to be certified in the Professional Practices Management System (PPMS), through ACA International. This program helps the staff to communicate better and deal with client concerns, continuous improvements, and the now-famous non-conformities. This was a big step for Williams & Fudge and positioned the company nicely for growth. A tremendous growth mode occurred during 2000-2005, quickly filling the Addison building with new support positions, such as a full-time IT staff and a growing Client Services 

department. Employees were hired to manage HR/compliance issues, write bids, and handle community relations and special employee programs and activities. 

Also in the 2000’s, David Williams moved into a CFO/HR role; Clay Goodyear took over as Vice President of Collections; Chris Ruh became Vice President of Sales; Chad Echols served as Corporate Counsel; and Bob Perrin was promoted to President. Thus the Executive Management team was formed. In 2006, the final member of this team was added: Tricia Palm became the first full-time HR Director, as David Williams was promoted to Executive Vice President. This was all under Gary’s direction and leadership, as he started to form the team that would take W&F into the future without his day-to-day guidance. The company had grown to 159 employees before moving downtown into The Old Cotton Factory.

The past ten years have demonstrated the commitment of the company to three key business principles: hire talented business people, model excellence in every task and in every department, and closely tend to the needs of colleges and universities. The transition from an employee base of 40 people to 275 people has produced challenges but no deviation from the core principles of Williams & Fudge, Inc. Specifically, in the Collections department, training has been at the forefront of management's mind -- not only to generate greater recovery for schools, but also to mentor future leaders. The first exercise in formal training was the creation of the High Volume department, with one manager and a couple of rookie collectors working on computer system skills and small-balance collection talk-offs. Today that same High Volume department has 49 collectors and 4 managers in a systematic process to create self-sufficient debt collectors.