Josh Berger

I planned Dream Key while running a branch in one of the toughest rate environments in decades, and launched it in 2024. I built it the way I have built every team: recruit the right people, give them a proven system, and support them every day.

Our outreach runs on advanced CRM systems with complex automations and multi-platform marketing, so a small company can reach consumers at scale.

• Grew the company to a team of 12 loan officers
• $23M in production since launch
• Designed CRM automations and multi-platform lead generation
• Full ownership of P&L, compliance, and operations

I believed the broker channel was the future because it lets consumers get lower rates, so I moved my existing branch to Lender Express. Same office, new name on the sign, no disruption for clients.

Rates were at their highest in years and the industry was contracting. The move kept us competitive, and it is where I began planning my own company.

• $19M produced in the toughest mortgage market since 2008
• Seamless transition with no office move
• Laid the groundwork for Dream Key Lending

I created a branch with my own P&L, then hired and developed a small team of loan officers during one of the most productive periods in mortgage history.

Strong systems let a small team produce like a large one.

• $150M+ in branch production in 2021
• $235M in total branch production
• $99M in personal production while leading the branch

I came to mortgage after 22 years in automotive and grew quickly by doing what I have always done: building a weekly process that was repeatable and produced predictable results.

• Highest-performing rookie in company history
• $17M in first-year production (2017)
• $70M in total production

Recruited by a 20-store auto group to run its BMW dealership, I was accountable for every department and facility.

I was one of the first to pay department heads on net income rather than gross. That aligned every leader with profit and drove our high net income. Clear systems kept employee turnover low, and inventory was managed with market data for fast turns.

• Department heads paid on net income, not gross
• Low employee turnover
• Market-data inventory management for quick turn times

I ran every part of the dealership, including sales, finance, service, and parts, with full accountability for the P&L, inventory, and recruiting.

I was one of the first in the market to manage inventory with market data, pricing on condition and market turn, and the first dealership in the Seattle market to move all of its marketing online.

• Top dealership sales in the region
• First Seattle-market dealership with 100% internet-based marketing
• Early adopter of market-data inventory pricing

I started by running the finance department at one of the group's stores. My systems and processes delivered results quickly, and I was asked to take on more of the group's dealerships.

By 2004 I was the corporate finance director.

• Corporate finance director by 2004
• Oversaw finance for the entire group
• Promoted on the strength of repeatable systems and processes

I started my career on the sales floor, became the top salesperson, and was promoted into finance in 1998.

• Top salesperson
• Promoted to finance in 1998