Fifteen years ago, leading a loan portfolio meant managing growth, following policy, and minimizing losses. Working under a zero interest-rate policy, there wasn’t much pressure to rethink that model. Rates didn’t move. Margins held. Reports came in at month-end and — for the most part — that was good enough. This was true throughout my time at my community bank, but that environment is now gone. The stakes have changed. Most all leaders have recognized this, less are proactively finding ways to stay competitive amidst it. Today, margins are tighter. Risk is rising. Banks no longer have the luxury of waiting for the month to close out before finding out how they did. The top-performing CLOs and CCOs know this. They aren’t just managing credit, they’re managing people who manage credit. That shift requires a new level of visibility and a new kind of leadership, one that prioritizes data, agility, and visibility...