Cotality CEO Pat Dodd about the vision behind Corelogic’s Rebrand

SW: offers Cotality what you already do, or is this really focused on the future?

I am going to say a lot, because in the past three and a half years a lot of transformation has happened within the company, but we know that there is so much more.

I cannot tell you how many people I have had neither in the Discovery Center in Dallas or in different meetings on the road, say: I had no idea that Corelogic could do this. In the past, C-suite leaders saw us in Silo’s Tax Company or the flooding company or the platform company, and always with data. Now we bring real estate 360 ​​to the center of our company.

We have now ended our cloud transition and I would say that that was a bit of a catalyst for me – if we could build our platform and have all our content in one place. We are now 100% cloud-in-handed, and it is a machine learning system that we have built into the substance of all those data that are now connected by Clamp.

SW: Cotality accounts for 99.9% of real estate data in the US, but you are a global brand, active in Canada, the United Kingdom, Australia, New Zealand, India and Germany. What does your work look like in other countries?

PD: We have great professionals in all those markets. Our DNA is data and I have always discovered that you must be locally to build it as rich as you need to become a truth set. So before I start to say that we are going to plant 10 flags, we are more deeper into those countries to bring our capacities of the US to those markets.

Last week I was just in the UK and part of the work they do about energy efficiency -to come and think about resilient homeowners and energy costs for homeowners, and that building in our ownership 360 is quite exciting, because we have the energy efficiency rating on every house in the UK that we have also built. And I tell my team, let’s start with Philly. Let’s take only one city and see what we can do and then roll it out.

SW: What are some ways in which international experience benefits your customers in the US?

PD: It is really about building once and reusing many times with technology. I see a lot of double technology in this industry. We board the gas with a number of customers to really sit with them and say: what is your core competence? What are you trying to achieve? We probably have part of the back-end technology that you need. And actually I believe that this will be a great relief for many CIOs and CTOs that struggle with capacity restrictions. And it does not matter which sector – insurance, government, loans, real estate with all brokers – there is a huge opportunity.

SW: You made a report of an internal and external shift with the new brand. How do you ensure that your people embrace the brand internally and what it stands for?

PD: Some people have been with Corelogic for 15 years and I think they first had to get their heads around it. But there is also a widespread recognition that we are today in 2025 is so different from where we were 10 years ago, where we mainly did what I would do what I would call, the type of mortgage separation services and the diversification of our company has changed dramatically.

If you think of our geographical mix, our customer mix and to be honest, because of technology – it will be fundamentally changed because of five years of hard work of many people. This started before I arrived here. The last two to three years we have just put a little more fuel on the fire.

We do a lot of surveys from employees, listen a lot, and we thought this was the right time where employees would not look at us with cynicism. They would actually say: we are another company.

SW: In addition to your new brand, you also have a new slogan: intelligence borders. What does that mean for you?

PD: A few things are outside the borders for me. First of all, we really take our possibilities and our essential workflow tools – as well as our data – much further than just the single feature or the structure, which we are quite strong today. We now understand neighborhoods and where future neighborhoods must be built, especially in view of the shortage of affordable homes in this country.

The second is, although we have always had a number of predictive tools at Corelogic, I think the way technology is moving, we just want to look a little more for different customers. For example, I was just talking about the La Wildfires and thought about what this could look like, so these no longer happen, not just in LA, but in other areas. Our forensic models are therefore very important to look around the corner, but it is not a household thing that people always have within reach. That is our responsibility to ensure that people have that.

Or one of my favorite topics: retention rates of consumers. There is so much opportunity to help our customers look here! Not only for minimizing risks, not just taking time, touch and costs, which is a huge opportunity, but really thinks about retaining your customers for life. And then looking for new customers to help them grow their company book.

There are many predictive tools that are there and luckily we now have a lot in our arsenal. So it is this concept of a little bit of ahead and a little more real -time, in contrast to a historical view of things, and more a consumer corner for those insights.