%%excerpt%% %%page%% Credit modernization, VantageScore 4.0, and smarter data are reshaping mortgage lending. Learn how lenders can reduce risk, optimize workflows, and expand access.

Lending hasn’t slowed down—but many decisioning processes have. Applications are coming in faster. Fraud is becoming more sophisticated. Borrowers expect near-instant responses. And yet, inside many organizations, decisions are still being made across fragmented systems, manual reviews, and rigid strategies that weren’t designed and aren’t optimized for today’s environment. That broadening gap isn’t just an operational issue but often stems from a lack of innovation as well. And it’s quietly costing lenders growth, efficiency, and competitive position. When decisioning falls behind, some symptoms are easy to recognize, like applications taking days to process, teams overloaded with manual reviews, and credit and fraud decisions happening in separate platforms. Others are not as obvious, but arguably more impactful, slipping bottom lines and fraud and therefore losses lurking in lenders’ portfolios. The root issue is a fragmented infrastructure. Experian has reported that while 79% of financial institutions surveyed globally want fewer vendors or more unified approaches, they typically use eight or more tools across credit, fraud and compliance. As most decisioning environments cannot integrate data, adapt strategies, and execute decisions in real time, lenders often have to make tradeoffs. Speed vs. accuracy; growth vs. risk; and automation vs. control are just some. Meanwhile, the market has moved on. Leading lenders are no longer optimizing individual steps. They’re rethinking decisioning as a connected, intelligent system. Gaps forming from status quo in 8 key decision areas Across the lending lifecycle, there are eight critical moments where decisioning can either accelerate growth or create friction. Pre-qualification: Pre-qualification should expand your funnel with confidence. But limited data access and static criteria often result in overly conservative targeting or missed opportunities. Additionally, the delay in acting on a pre-qualification funnel highlights a key area for opportunity among many lenders. Instant credit decisions: Customers expect real-time outcomes. When decisions rely on manual intervention or fragmented inputs, speed and conversions suffer. Prescreen and targeting: Disconnected data and rigid segmentation can lead to poorly aligned offers, reducing response rates and wasting acquisition spend. Credit line management: Without dynamic strategies, credit lines may be too restrictive (limiting growth) or too aggressive (increasing risk). Early delinquency management: Missed early signals and delayed interventions make it harder to prevent accounts from deteriorating. Mid- and late-stage delinquency: Strategies that don’t adapt to evolving borrower behavior reduce recovery effectiveness and increase losses. Collections and recovery: Manual, one-size-fits-all approaches limit recovery rates and increase operational cost. Ongoing strategy optimization: Perhaps the most overlooked gap: many lenders lack the ability to continuously test, learn, and refine decision strategies as conditions change. What these gaps are really costing you Individually, each of these breakdowns may seem manageable. Together, they can create systemic drag on performance. That shows up in four critical ways: Missed growth opportunities: Good borrowers are declined, abandoned, or never targeted in the first place. Credit offers fail to align with actual borrower potential. Higher operational costs: Manual reviews and disconnected workflows consume time and resources that could be spent on higher-value work. Increased fraud exposure and friction: Fraud is proliferating and becoming more expensive to manage. The Federal Trade Commission reported $12.5B were lost to fraud in the U.S. in 2024, a 25% increase over the prior year. For many financial institutions, the first reaction is often to add more steps to the decisioning process, which can impact good borrowers. Increased competitive pressure: Fintechs and modern lenders are focused on delivering faster, more personalized experiences, capturing share while traditional processes lag behind. 80% of banks and credit unions plan to increase their technology spending in 2026, yet many continue to fall short on planned system deployments, according to Cornerstone Advisors’ annual “What’s Going On in Banking” research report. What innovative decisioning leaders are doing differently Leading lenders are changing how decisions are made, creating a competitive advantage. Instead of stitching together point solutions, they’re adopting a more integrated approach that brings together: Comprehensive data – including both credit and fraud insights Optimized decision strategies – designed to balance growth and risk Real-time execution – enabling faster, more consistent outcomes Continuous optimization – adapting to changing market conditions Strategic partnerships – leveraging third-party industry expertise to augment their own This shift eliminates the need for tradeoffs and instead allows lenders to increase approvals while maintaining control, reducing manual effort while improving consistency, and responding faster without sacrificing confidence. The stakes are high and the competition for consumers is even higher, particularly against a backdrop of ever-evolving fraud risks, continuously increasing consumer expectations for seamless, digital-first experiences and often limited resources. Nearly half of banks and 59% of credit unions have already deployed generative AI, with more investing now, according to the Cornerstone Advisors’ report. Closing the innovation gap requires a more fundamental shift toward decisioning systems that are connected, scalable, and built for continuous change. A new foundation for decisioning This is where platforms like Experian Decisioning are changing the landscape. By bringing together credit and fraud insights, decision strategies, and a flexible technology architecture, lenders can move beyond fragmented processes and build a more unified, intelligent decisioning approach. One that fits within existing systems but also evolves with your needs. Where to start Impactful change doesn’t need to be an overhaul of everything at once for most organizations. The first step is understanding where your biggest gaps exist, and which decision areas are creating the most friction or missed opportunity. Once you can see where decisioning is not optimized, you can begin to redesign it in a way that’s faster and more adept for what lending has become. By making better decisions, faster, and with greater confidence, lenders can process applications more efficiently and also break away from the pack by leveraging decisioning as a strategic advantage. Learn more

As the market finds its footing, evolving consumer demand is driving changes in new and used vehicle registrations. In response, manufacturers are balancing affordability and production efficiency to protect their market share. According to Experian’s Automotive Market Trends Report: Q4 2025, new vehicle registrations slightly decreased to 3.8 million, from 4 million this time last year. On the used side, registrations ticked up slightly year-over-year, going from 9 million to 9.1 million. With elevated new vehicle pricing and higher interest rates likely playing a role in new vehicle registrations dipping, buyers seem to be gravitating toward lower-cost alternatives in the used market. Familiar OEM leaders remain steady at the top of market share Despite shifts in vehicle registrations, leaders in new vehicle manufacturer market share have remained consistent. For instance, data through the fourth quarter of this year reveled General Motors (GM), Toyota, and Ford continue to hold the top three positions in new vehicle market share, with GM coming in at 17.4% share, followed by Toyota (16.5%), and Ford (12.6%). At the make level, Toyota held the top position for the fourth consecutive year in new vehicle market share, coming in at 14.1% through Q4 2025; they were followed by Ford (11.9%) and Chevrolet (11%). Sustained leadership in today’s market isn’t just about scale, it relies on how quickly manufacturers can respond and adapt to shifting consumer preferences and industry changes. Those that adapt their portfolios and go-to-market approaches will be best positioned not just to protect their share, but to grow it as the market continues to evolve. To learn more about vehicle market trends, view the full Automotive Market Trends Report: Q4 2025 presentation on demand.