SW: Does cotality embody what you already do, or is this really the focus of the future?
I’m going to say so many things because there’s been a lot of change happening within the company over the last three and a half years, but we know there’s more.
I can’t say how many people I had at the Discovery Center in Dallas or at various meetings on the road. In the past, C-Suite leaders have seen us in silos – tax companies, flood companies, or platform companies, and always have data. Currently we bring Property 360 to the heart of the company.
The cloud transition has now ended. I think it was a bit of a catalyst for me when I could build a platform and put all the content in one place. We are now 100% cloud-enabled, and it is a machine learning system built into the fabric of all the data we are currently connected to. clip.
SW: Cotality accounts for 99.9% of US real estate data, but you are a global brand operated in Canada, the UK, Australia, New Zealand, India and Germany. What does your job look like in other countries?
PD: All of these markets have excellent experts. Our DNA is data and I’ve always discovered that you need to be local to build it as richly as you need to be a set of truth. So before we start saying we’re going to plant ten more flags, we’re more likely to go deeper in those countries and bring capabilities from the US into those markets.
I was in the UK last week and some of the jobs they do with energy efficiency are thinking about the resilient homeowners and energy costs of homeowners, and building it on our real estate 360 is very exciting. And I’ll tell my team, let’s start in Philadelphia. Let’s take one city, see what we can and unfold it.
SW: What are some ways in which international experience can benefit US clients?
PD: It’s really about building it once and reusing the technology over and over again. There are many overlapping technologies in this industry. We’re saying we’re stepping on gas with many clients and sitting with them: What’s your core competency? What are you trying to achieve? You probably have some of the backend techniques you need. And in fact, I believe it will be a great relief for many CIOs and CTOs who suffer from capacity constraints. And which sectors have great opportunities, including insurance, government, lending, real estate with all brokers.
SW: We’ve mentioned internal and external shifts in the new brand. How do you make people embrace the brand and what does that mean?
PD: Some people have been with CoreLogic for 15 years, but I think they had to get a bit of a head in the beginning. But where we are today in 2025 is very different from ten years ago, and we are broadly acknowledged that we have a dramatic change in business diversification, primarily doing what I called a mortgage payments service business.
Our geographical mix, our client mix, and frankly, for the technology, it changes fundamentally for the 5 years of effort of many people. This was started before I got here. Over the past 2-3 years, I’ve put a little more fuel on fire.
We did a lot of employee engagement research, lots of listening and thought this was the right time for employees not to look at us with cynical attitude. They would actually say: we are a different company.
SW: In addition to the new brand, there are also new catchphrases. What does that mean to you?
PD: Some things are beyond my scope. First of all, we truly go beyond our capabilities, our critical workflow tools, and our data, far beyond a single property or structure. We now understand where our neighborhoods and future areas should be built, especially given the country’s affordable housing deficits.
Second, I always have some prediction tools at CoreLogic, but I would like to see a little more information for different customers as to how technology moves. For example, I was just talking about wildfires in LA and thinking about what this would look like, so I made sure these didn’t happen again in other areas, not just in LA. So our weather forensic models are very important for turning corners, but it’s not a home that people have at their fingertips all the time. That’s our responsibility to make sure people have it.
Or, one of my favorite topics: Consumer retention rates. There are plenty of opportunities to help clients turn the corner here! Not only is it just about minimizing risk, but also spending time, touch and cost, this is a huge opportunity, but we really want to keep our customers alive. And they are looking for new customers to help them grow their business books.
There are many prediction tools out there, and fortunately, we have a lot to do with our Arsenal now. So, in contrast to the historical view of things, this concept is a bit forward-thinking and a little more real-time, and their insights brings a consumer angle.
