5 Priorities Finance Leaders Can Use to Drive Efficiency and Profitability in 2026

As 2026 begins, finance leaders at mortgage institutions are navigating shifting interest rates, evolving market forecasts, and ongoing operational pressures. Recent industry projections indicate that total single‑family mortgage originations are expected to reach about $2.2 trillion in 2026, reflecting growth in both purchase and refinance activity.

Against this backdrop, CFOs, controllers, and accounting leaders must ensure financial operations are not only accurate but also efficient and strategically aligned. Strengthening mortgage accounting now is critical to improving operational performance, supporting profitability, and positioning institutions for long-term success.

Here are five priorities that finance leaders should focus on in the first quarter of 2026.

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1. Improve Financial Visibility Across Loan Portfolios

Understanding loan-level profitability and cost drivers is critical as origination volumes grow. Finance teams benefit from systems that consolidate data from multiple sources, providing real-time visibility into revenue, costs, and margins across products, channels, and portfolios. 

For example, originations are expected to increase in both purchase and refinance segments next year, meaning leaders must analyze contributions from each segment separately rather than rely on aggregate figures. Integrated dashboards and automated portfolio analytics help CFOs and controllers monitor interest income, servicing revenue, and cost allocations with precision. Real-time insights enable faster decision-making, allow resources to be deployed efficiently, and help optimize portfolio profitability.

2. Streamline Accounting and Reporting Processes

Industry performance data from the Mortgage Bankers Association shows that mortgage institutions endured multiple consecutive quarters of material production losses, driven by elevated expenses, compressed margins, and lower volumes. While the MBA’s Q3 2025 Quarterly Mortgage Bankers Performance Report reported a return to profitability, with average pre-tax net production income of $1,201 per loan, the recovery remains uneven and highly sensitive to cost control and operational efficiency.

This volatility underscores why efficiency in accounting and reporting is no longer optional. Finance teams should closely examine workflows to identify bottlenecks, manual handoffs, and redundant processes that increase risk and slow close cycles. Automating reconciliations and standardizing reporting across origination and servicing reduces operational friction and allows teams to shift focus from fixing data to analyzing it.

Streamlined processes also improve consistency in financial reporting and strengthen confidence in the numbers executives rely on for decision-making. In an environment where margins can swing quickly, disciplined accounting operations help ensure institutions are better positioned to sustain profitability rather than react to the next market shift.

3. Maintain Strong Compliance and Regulatory Readiness

Regulatory oversight continues to emphasize accuracy, transparency, and fair lending practices. Performance data from federal agencies like the Office of the Comptroller of the Currency show that mortgage performance metrics remain strong, with over 97 percent of first-lien mortgages current and performing. 

Even with strong performance, finance leaders cannot overlook compliance. Expectations include transparency, detailed documentation, and audit readiness. Proactive steps include conducting regular internal audits, updating policies to reflect new guidance, and collaborating closely with operations and IT to embed controls into daily workflows. By maintaining strong compliance, finance teams reduce risk, strengthen governance, and build confidence with regulators and stakeholders, which ultimately protects profitability.

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4. Leverage Integrated Technology to Support Decision-Making

Modern finance operations benefit from systems that consolidate data across departments, automate reconciliations, and provide real-time dashboards for reporting and portfolio analysis. These capabilities enable faster close cycles, reduce manual effort, and provide leadership with immediate insight into loan performance, portfolio profitability, and operational efficiency.

Integrated technology allows institutions to scale efficiently as volume changes, anticipate issues before they affect results, and make informed, data-driven decisions. Teams can focus on strategic priorities rather than repetitive tasks, giving finance leaders the tools they need to improve operational efficiency and drive profitability.  

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5. Align Financial Strategy with Business Goals

Finance leaders play a critical role in connecting accounting to broader business strategy. With origination volumes projected to grow and interest rates near multi-year lows as of early January 2026, there are opportunities to improve revenue while managing margin pressure.

Linking profitability insights to strategic initiatives allows executives to make informed decisions. This includes evaluating loan pricing, optimizing product mix, and assessing the financial impact of marketing or operational investments. Scenario planning based on rate or volume changes helps leadership anticipate challenges and seize opportunities proactively. By embedding finance into strategic planning, CFOs and controllers become trusted partners, driving both efficiency and profitability.

Final Thoughts

Mortgage accounting in 2026 requires a combination of operational excellence, strategic foresight, and data-driven decision-making. Finance leaders who improve portfolio visibility, streamline processes, maintain compliance, leverage integrated technology, and align financial strategy with business goals will position their institutions for sustainable success.

By transforming financial data into actionable insight, finance teams become indispensable partners in shaping strategy, improving performance, and ensuring long-term stability and profitability for their institutions.

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