escrow assistant

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Stewart Title

Started a new job as an Executive Project Manager Pre/Post Implementation, start date Oct 29, 2013.  This project required implementing a brand new system; install date 12/2/2013.  Only one client was migrated to the new system.  Mid-November as I'm begin to coordinate basic system navigation for each system module.  At this point, it was discovered that the business community had no insight or input on the new system's design.  In place of business requirements, the system was designed and developed using High-Level Workflows by business group.  NOTE: The architect indicated the limited information required that he'd make his best guess on data analysis, mapping, etc.  

Needless to say, the Executive & Sr Management staff called an emergency meeting to discuss how this occurred and how to move forward.  Idea 1: My Manager-VP Development: suggested that end users will perform dual entry, but ensuring the old system must have entries as it will continue to be the system of record.  Additionally, at the end of the day, Sr Management would have a daily report providing a one-to-one comparison indicating the accuracy of the new system.  I was not included in the meeting this; thus, unaware of agreement on delivering a daily report of one-to-one comparison.  

SR Management required a mandatory meeting two days from present date in Houston.  Prior to this meeting, I requested my manager to not commit to the dual-entry approach with the promise of providing an easy to read one-to-one comparison from each system.  He became quite upset, indicated I'm being naked.  I asked that he allow me to share a couple-three reasons we don't want to commit to such deliverable. 1. The manager of the business group has not been involved, therefore, we're going to ask her to require her team performs a dual entry of ALL transactions, etc in the old system and new system.  My thoughts are, her group spends the entire day working in one system.  We're going to ask them to perform dual entry in another system users are unfamiliar with.  They're not sure of how the fields & values map from one system to the other.  New functionality exist in new system that's not in the old; making it complicated for end users to commit to such plan.  2. To remedy, we can bring on contractors to take the data entered into old system and enter into the new system.  I recommended we not take this route since the business has had no input on the design on the new system functionality.  3. Final recommendation is to move forward to deploying new system and keeping existing system as system of record.  This approach required some additional in-depth training to each business unit. and their teams. From there, the system would be deployed and a staff of over 39 people were on the project, during implementation phase, to initially, verify the data migration between the two systems.  There were quite a few discrepancies, etc.; however, after the third data migration the team was comfortable enough that we could move on to other Critical/High issues.  Each business unit would send an email to a created email box indicating issues they've found.  

Initially, this was a tough task.  However, it was a time that JAD sessions were done to discuss business requirements and system requirements.  During these sessions business requirements were gathered.  The Executive staff begin to speak up on the project having so many members and already over 1.5 past due.  As a result, one person was assigned full-time to the project and he did not know all of the business processes to system modules.  As a result; I suggested to my boss that we begin to have more of a controlled setting of issues by business unit to system module.  This reduces the development team having to work on multiple different areas of the system depending on business unit the JAD session was held.  My thoughts were, we can better manage and better assess & identify system design changes.  We work with each business unit one at a time in a controlled setting to gather business requirements/needs, convey how system currently works and where necessary research the system changes.  I suspect these JAD sessions to be done in 4-6 weeks.  

Unfortunately, the Exec staff reallocated the project's budget.  As a result 75% of the people that worked on the project, even as long as year or so ago, were let go.  


There was no discussion with me prior to my manager communicating this method to some members of Sr Management.  

The Executive and Sr. Management began to ask some "how did this happen" question.  question scheduling the basic navigation training by each system module to business function.  

I was one included in the team that was laid off.  Even though I believe I provided exceptional acumen to business for such A LARGE project that was installed without business input.  I also learned that the IT team did not have BA only SAs.  The development department is relatively new.

I absolutely loved the team I worked with while here. Coming in I had no title background at all and my coworkers were such a wealth of knowledge, they helped me a lot in understanding and learning the business. They are the reason I had such a great time here and why I stayed so long. Absolutely amazing people. 

I worked with the FL Curative Team in a shared services center that dealt with all the local offices in FL. I was hired on as a temporary support role, but was promoted to a processing role after six months. I was promised that I would be made permanent after three months of working there, but that promise was never fulfilled, no matter how many times I questioned management about it. I also did not receive any raise for my promotion from a support position to a processor position. 

The management also changed a lot in my time here and there was a lot of procedure and team structure changes. I didn't mind so much the constant changes, it was how it was all handled by the upper management. A lot of the time, our team was without leadership on the floor and we did not have people to go to for help. Some leadership was also very rude and hostile, and even after bringing this to the higher ups attention multiple times, nothing was ever done about it. 

Title is a very stressful business on its own, anyone who works in title knows that. But there was such toxic energy in my team that especially stemmed directly from our team lead and management, that it became an unbearable environment to work in. We felt a lot of the times that we weren't being lead at all and just being thrown into situations with nobody to watch our backs. Which is probably why so many people either left the team or left the company altogether, myself included. 

I enjoyed my time here, especially in the beginning, but a lot of changes happened while I was there and any concerns/complaints about these changes were disregarded most of the time. Not a very welcoming work environment. I feel like I jumped a sinking ship just in time.

the IT organization is somewhat chaotic and this is often hard to deal with when coming from organizations that are 10x more together. 

Benefits are very expensive. health insurance is about 850+ per month for me and my family (spouse and 2 kids). Coverage is substandard compared to what I have had in the past. Co-pays for prescriptions on the premium plan are 40 each.Very high in my opinion. Office visits are 25 and i never meet my ooP so I am screwed every year. Dental coverage is dental coverage.. terrible like everyone else's. I have to put in mass overtime and work hard towards bonuses just to make ends meet and health insurance cost is a major factor in this. 

With the current economy and the real estate industry the way it is, the whole company is trying to lean out. Managers got demoted to supervisors, etc. not much room for advancement as they do not backfill any positions. Good luck on advancement or even lateral moves. 

Management - it seems like all you need to do is put in a lot of years with the company and you can become a manager even if its for a department you are not even qualified to lead.  It doesn't matter if you have leadership skills or not, your TIME in  at the company is all that matters in order for you to become a manager. Consequently, most of the managers are unqualified to lead their departments. The lower down people are way more qualified but they cannot get into leadership positions because tenured employees hang onto their cush jobs while simultaneously driving the company into the ground with their inability to lead. All it takes is one consultant company to come in and audit and lots of people are going to be losing their jobs. Anyone with a brain would realize most of the managers are not qualified to be doing what they are doing. 

JOb culture - the culture is completed upsidedown and backwards for an enterprise of this size. Culture is hard to change and this place is in need of a culture enema real soon. the culture is to complain as much as you can and do nothing to help yourself into a better situation.

This company does things very differently from any other title company I have worked for. The work environment was uncomfortable and I didn't realize when I took the job I would be setting myself back in my career. I was told the first day that i was an assistant and would be assisting what they considered an Escrow Officer. I was an Escrow Officer coming in so this was going backwards and not what I understood it to be or I would have taken the other job offer I had at the time. I was under the impression that I would be the Escrow Officer for the salesperson who brought me in but the Escrow Officer's here basically go and close and notarized their files and that is it. They deal with the seller side of the transaction but are not allowed to correct or update the system which made no sense to me. Wouldn't you want documents for sellers going out with correct name spellings at the beginning instead of making it the responsibility of the person dealing with the lender mostly. They sent Alta Settlement statements out to Agents so I would think that would need to be correct and already be correct when i got it, but instead I was yelled at and told it was my job and they were not allowed to update the system. It made no sense. Most of the Escrow Officers did not have much experience and treated me as if I was way below them. The two managers were not very supportive and I felt picked on. I tried my best but I never fit in there. They do things very, very old school there and do not want suggestions to change it. It was not the typical way a title company is set up.


A typical day at work is comparable to most corporate settings.  Most associates are in by 8:00am  and leave by 5:00pm.  I am grateful that Stewart Title worked with me so I could complete my education, from an Associate’s degree in Social Behavioral Science to my Bachelors in Business Management.  Throughout my college experience I excelled in Accounts Payable, my only problem was the compensation.  I have been told to wait for a sufficient monetary raise for over 10 years and often have had to decide if I was going to put gas in my car or eat.  This is an issue even now, after I have been promoted to Accounts Receivable and have two degrees under my belt.  At Stewart Title, I have learned the full cycle of Accounts Payable and part of Accounts Receivable.  The most enjoyable part of my job is the people.  I never intended to leave my company because the people are awesome.  They have become part of my family with some even attending my graduation.  We always have parties for each other weather it is in celebration of a birthday, baby, and even promotions. My manager is absolutely amazing.  She is always there when you need her.  She checks on her employees daily and is a great role model in the dichotomy of caring for employees and completing tasks to the best of your ability.  Now that I have loans to pay back, unfortunately, loving my work family is just not enough.

Until lay-offs started occurring I was very comfortable at Stewart as an in-house employee and then as a remote employee. I enjoyed my job and the people very much.

In the morning receive date down lists, throughout the day check recording packages, required Escrow updates, type policies from previous day recordings, check overseas preliminary title reports and fix errors, and release recordings when instructed by Escrow.

I learned everything regarding the Title Industry. I learned management and training skills. I also developed the skills needed to be the highest producer. I also learned how to speak to an audience regarding the industry.

There was too much turn around in management to develop an educated opinion. Before the turn around I was very happy with my direct supervisor and had a positive working relationship and friendship with her. I also enjoyed my relationship with my co-workers. When turn around and lay-offs started it was very tense. The way they chose to let me go was unsettling and could have been handled better.

The hardest part of my job as Assistant VP Title and Title Officer were the volume of recording packages to check at the end of the month.

The most enjoyable part of my job was searching and examining; and of course the people.

The best thing going for this company is that there is a chance it will be bought out by a competitor. Upper management does not care about the associates on any level, other than meeting production numbers. Job duties changed arbitrarily many times over the last several months. Massive walk-outs followed by massive lay-offs, with a fraction of the staff left in place to continue full workload. New software and job re-assignments resulted in EOs throwing fits and complaining to the point of management caving and re-vamping procedures every few weeks. Training provided on new software is rushed and management will not address gaps in training.
EOs make no bones about how much they despise associates in other positions. If you are not part of the clique then you are treated as substandard and unintelligent. There is constant unprofessional behavior; files are slapped together lazily and sloppily. Direction given by one team is ignored or reversed by another, and "promises" made by management seem to never materialize. Don't work here.

The only secure job ,currently, is a receptionist. There are lay offs left and right for every other position due to wanting to save money, therefore, those in higher positions only want to take care of themselves, not their employees. There is brand new management and restructuring that has everyone fearing for their jobs. The new management is , by far, the worst management I have ever seen, very unprofessional and unkind to employees and clients, i.e. telling clients not to send business, calling employees and clients stupid, not responding to clients, and the list goes on. They are losing business quickly and everyone is leaving or worried about being laid off. It is a demanding job that keeps you busy all day because there are not enough people to keep up. I have learned how to open and close escrow files as well as many tasks that go along with that. The most enjoyable part of the job are the co-workers, the co-workers are awesome and look out for one another, helping each other out.  Too many broken promises from corporate. This is the current environment, it used to be great and it could be great again.

Working in IT at Stewart Title has been an interesting experience. The company provides a stable work environment with opportunities for professional growth. The IT department is well-structured and operates efficiently, with clear communication channels and supportive colleagues.

On the positive side, Stewart Title offers competitive compensation packages and benefits, which contribute to overall job satisfaction. Additionally, the company invests in training and development programs, allowing employees to enhance their skills and stay updated with the latest technologies.

However, like any workplace, there are areas that could be improved. Some employees may find the pace of work to be fast-paced, particularly during peak periods or when dealing with urgent issues. Additionally, there might be bureaucratic processes that could be streamlined to improve efficiency.

Overall, working in IT at Stewart Title provides a solid foundation for individuals looking to build a career in the industry. While there are some challenges, the positives outweigh the negatives, making it a worthwhile experience for many professionals.

Stewart Title is not a good company to work for. They are more interested in growing the business at the expense of good, loyal employees than they are about retaining good employees and compensating them fairly.  They will acquire small companies and then lay-off the employees after the acquisition. They never provide merit increases nor do they provide opportunities for advancement or career growth.  They only care about the bottom line.  There is virtually no coordination from one department to another, and upper management has little to no understanding of how one department interacts with another.  It is a poorly structured company with ill-equipped, inept and highly unqualified personnel managing departments.  The human resource department has no concern for the employees or knowledge of the company structure and various roles, nor do they know who manages what or what most of the roles even entail.  Do not waste your time working for Stewart Title.

Top Job Titles	Average Salary
Escrow assistant 1 salary reported	$15.00 per hour
Title processor 4 salaries reported	$26.63 per hour
Sales representative 3 salaries reported	$98,667 per year
Front desk receptionist 1 salary reported	$18.00 per hour
Office administrator 2 salaries reported	$16.50 per hour

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