Executive leader responsible for creating and developing new and innovative approaches to drive wholistic revenue growth for the organization. Areas of oversight include Consumer, Indirect, Real Estate, and Commercial Lending and Services as well as Collections, Payments, and the Wealth Management program.

Executive leader over Consumer, Real Estate, and Commercial Lending functions for Clearview. Responsible for developing high-level strategic plans to exceed organizational growth objectives that lead to increased loan volumes while maintaining superior credit quality. Develop and manage credit policies and procedures that comply with regulatory requirements. Develop annual department budgets and set annual production goals. Serve as a member of the Asset/Liability Committee, Chair credit committee, and serve as Clearview’s Board Representative for its lending CUSOs. Re-designed and re-imagined the member borrowing experience in all three lending functions leading to increased production and improved service delivery. Implemented efficiencies for workflows to improve output. Implemented technology solutions to streamline consumer applications, adding dynamic pre-approval options for members. Leveraged technology to reduced turn times on Real Estate Home Equity and HELOC applications helping shorten the time from application to closing. Significantly grew the loan portfolio by 15.06% in a single year while keeping delinquency and total charge offs consistent.

Senior Management head over the Consumer, Mortgage, Indirect, and Commercial Lending Programs. Responsible for strategic development and implementation of projects, products, and programs for all organizational lending functions. Performs required maintenance of all policies and procedures, tracking of performance against strategic initiatives, and monitoring of all lending programs within Board of Directors prescribed limits. Oversee the Vendor Management, Grant Writing, Grant Reporting, and Enterprise Risk Management functions within the organization.The Credit Union Mortgage Department was not performing up to expectations. Reorganized the team structure, added key talent, re-designed the incentive structure, and re-designed the lending program. Performance increased 1130% on a monthly basis and the portfolio growth increased from -9.32% to 31.52% on an annualized basis. The Credit Union experienced an increase in assets of more than 19% over a short period. Worked with management to identify and implement a rapid asset deployment lending strategy to ensure that the CU adequately deployed assets in a responsible manner that allow the CU to increase earnings while maintaining compliance with the ALM and Liquidity requirements. Grew loan portfolio by 15.08% and maintained the required Loan to Share levels despite elevated portfolio run-off during the same period.

Senior Management head over the Commercial Lending Program. Responsible for strategic development and implementation of the business program, maintenance of all policies and procedures, tracking of performance against strategic initiatives, and monitoring of the Commercial Lending program within Board of Directors prescribed limits. Oversee the Vendor Management, Grant Writing, Grant Reporting, and Enterprise Risk Management functions. Provide analytical support for lending program performance and optimization.Designed and implemented the organization’s Enterprise Risk Management Program. Worked with Executive Management and the Board of Directors to developed Risk Appetite Statements and set risk tolerance parameters. Worked with Senior Managers to identify, quantify, and mitigate risks within the departments.Indirect lending portfolio delinquency increased. Analyzed the trends and individual lender performance. Presented findings to executive management. Management adjusted the program slowing delinquency and increasing the portfolio’s performance.Credit Union started with a Commercial Loan portfolio of $90M, but was reduced to $14M in under-performing loans and the program was eventually shut down because of losses. Identified the key strengths, weaknesses, and strategy while developing a business plan for a new program and presented to BOD. Worked out non-performing portfolio. Grew the new portfolio to more than $55M by sourcing new business from new borrowers, leveraging relationships and referral sources.Executive management provided a vision to increase member engagement. Collaborated with cross-functional teams to understand the current processes and challenges to achieving the goal, vetted multiple internal and third-party solutions to provide potential solutions, and conducted a SWOT, cost-benefit, stakeholder, and value analyses in developing the strategy presented to the Board of Directors by Executive Management.

Develop customized coaching plans to mentor branch lenders. Implement growth initiatives targeted to increase loan production and branch revenues. Set and monitor individual lender limits and mentor the lenders to help them increase lending authority in the branches. Support the lending team of 35+ lenders.

Developed and implemented BSA Compliance Program. Provided multi-branch, multi-departmental support with regard to all specialized accounts. Developed and maintained policies and procedures. Developed and implemented training and education initiatives. Some select accomplishments are as follows:Credit Union was not compliant with NCUA reporting requirements for business accounts. Developed new process for Operations, Compliance, and Audit teams to meet and exceed reporting requirements. Through measured program management was able to get the company compliant within 6 months. Recognized in next examination period as the strongest program the examiners had seen.

Senior Loan Officer responsible for training and developing junior loan officers and driving results to exceed goals. Increase lending production by 196% while in the position.

Merchant processing firm. Sold a variety of B2B products and services including merchant processing equipment and processing vendors. Garner referrals and develop internal / external leads.

$247M division of $24B BOK financial services company. Repeatedly led branch to superior results in sales and revenues, receiving multiple awards. Managed all business and operational aspects of branch. Repeatedly promoted throughout tenure. Led staff of six. Some select accomplishments are as follows:Branch was only achieving 40% of annual revenue plan. Implemented daily action plan to reach profit goals. Taught team how to equate sales to revenues. Achieved goal of 50% in first year and 130% in second year, exceeding branch revenue plan by more than $65K. Earned Perfect Circle recognition. Took on employees with a variety of skills and backgrounds. Through continuous coaching and mentoring was able to have 6 employees in 8 promoted to entry or higher level management positions.Bank had insufficient training program for developing lending skills in sales professionals. Benchmarked lending program using multiple resources and expectations to create product knowledge. Drove increase in internal banker loan production by 500% in eight months. Implemented program division-wide.