SUMMARY
Senior banking executive with significant achievements as: Chief Banking Officer with line responsibility for eight community banks and Bank President & CEO at a super community bank, and EVP - Head of Specialized Lending, Chief Credit Officer, and Regional President & CEO at two major regional banks.
EXPERIENCE 2000 - 2001
President – Multi-state region Chairman - Senior Credit Committee
Executive Vice President Member - CRA Committee
Chairman - Venture Capital Committee Member - Senior Management Committee
Member - ALCO Committee Member - Risk Management Committee
Regional President with complete P&L responsibility for four community banks ($3.4 billion) in a two-state area within an $18 billion regional bank holding company. Direct responsibility for commercial and retail lines of business and credit approval. Direct responsibility for the leasing company, corporate finance, and venture capital.
¨ Exceeded ROA (1.6%), ROE (23.8%), and net operating income goals for 2000
¨ Increased operating income by 21% 2000/1999
¨ Increased commercial loans by 16%, and had the best variance to budget (2000/1999)
¨ Region was the #1 small business loan originator in the company
¨ Cross referral volume far exceeded goals
¨ Implemented FTR retail sales management system and increased referrals and new business
¨ Personally involved in structuring most large commercial transactions
¨ Negotiated major warrant position as part of Village Ventures round 2 financing
¨ Effectively championed service and operational quality
1992 – 2000
Executive Vice President - Chief Banking Officer 1998 - 2000
Chairman - Presidents' Council Chief Credit Policy Officer
Chairman - Credit Committee Member - Management Committee
Member - ALCO & EDP Committees
Complete P&L responsibility for eight community banks ($4.5 billion). Directed commercial and retail lines of business. Chaired Presidents' Council, which coordinated marketing, human resources, strategic planning, and responses to competitive issues. Chaired Credit Committee, which approved large or complex commercial transactions. Had overall responsibility for credit policy and loan quality with $10MM in lending authority.
¨ Achieved a 28.5% increase in net income (average) for eight banks (1999/1998)
¨ Return on equity increased at all banks with four having ROE's above 21% (1999)
¨ Commercial loans increased 17.3% (1999)
¨ Reduced watched assets, non-performing assets, and net charge-offs. (1998 – 2000)
¨ Streamlined infrastructure and reduced costs through Presidents' Council
¨ Initiated branch efficiency studies to reduce costs
¨ Financially engineered complex commercial proposals which could have been lost otherwise
¨ Assumed responsibility for retail investment product and exceeded plan after earlier shortfalls
President and Chief Executive Officer - , 1994 – 1998
¨ Bank became the preeminent commercial bank in the state
¨ Doubled ROA, ROE, and net income
¨ ROA at 1.92% and ROE at 26.3% (2000)
¨ Refocused retail and commercial marketing efforts to increase loans, deposits, and fee income
¨ Introduced branch efficiency studies to reduce costs
¨ Efficiency ratio reduced from 65% (1994) to 45.7% (2000)
¨ One of the best records of community development investing in the United States
¨ Developed commercial lending staff to a high degree of competence
¨ Initiated asset based lending and factoring
¨ Increased commercial liabilities by 15% per annum by emphasizing cash management sales
¨ Increased retail deposits by 29% vs. the market average of 11% (1994-1998)
Executive Vice President - Managing Director Loans
Chief Credit Policy Officer - Chairman Credit Quality Committee 1992 - 1994
Overall responsibility for commercial banking and credit policy in a multi-community bank holding company. Chief Credit Policy Officer approval was required for large or complex transactions. Member of all subsidiary bank loan committees. Chairman of Credit Quality Committee, which supervised commercial workouts and ORE disposition. Member of Asset/Liability Committee and the EDP Committee. Responsible for corporate cash management and retail collections.
¨ Revitalized commercial marketing effort leading to increased loan, deposit and fee business
¨ Started a recourse factoring program for small business with pre-tax margins of 8-12% and no losses
¨ Introduced a modern corporate cash management system and increased fee income
¨ Created Credit Quality Committee - reduced problem assets by over 60% without bulk sales
¨ Automated retail collections with superior results and a 25% staff reduction
¨ Started “Reduced Credit Administration” program to cut overhead on small business loans
¨ Began small business leasing progr
Executive Vice President - Special Markets Group 1989 - 1991
This senior middle market lending position reported to the Chief Executive Officer The group had 50% of the bank's loans outstanding of $10 billion with commitments in national accounts, corporate finance, media, leasing, finance companies, insurance, and healthcare. [Supervised 160 employees with 100 professional lending officers including four senior vice presidents.]
¨ Increased loans by 25% per annum by refocusing the marketing effort
¨ Exceeded profit goals by over $10 million per annum
¨ Increased deposits by 20% by emphasizing cash management sales
¨ $10 million in lending authority (single signature)
¨ President of Capital Corporation (Small Business Investment Company), Director of Leasing Corporation and Equity Corporation (5% Equity Company)
¨ Implemented relationship profitability system to increase profitable accounts
Senior Vice President & Chief Credit Officer 1984 - 1989
Responsible for the central credit and policy approval process for the bank with a portfolio with $10 billion in middle market loans. Lending authority was increased steadily to $50 million (single signature). Fifteen professional credit officers with lending authorities of up to $25 million were under direct supervision.
¨ Consolidated all group commercial functions, shortened approval time from 7 days to a 1.5 day average, cut costs by $1MM, and staff by 40%
¨ Introduced specialization into the approval process ¨ Researched loan loss factors
¨ Introduced MIS to increase efficiency ¨ Minimal losses on approved portfolio
Vice President, United States Group Credit Officer 1982 - 1984
Supervised a group of 5 credit professionals that were responsible for credit approvals for a $2 billion portfolio in national accounts, corporate finance, media, leasing, finance companies, healthcare, energy, public utilities, commodities, and project finance. $8 million lending authority (single signature).
¨ Discovered problems in energy lending practices and took the bank out of the business
¨ Upgraded credit analysis ¨ Sponsored and introduced credit risk seminars
Vice President, National Accounts Division (Midwest U.S.) 1976 - 1982
¨ Promoted from lending officer through VP team leader
¨ Built portfolio from start up to $300 million
¨ Most successful business developer in the National Division
Credit Training Program - Ranked #1 in a class of 20
EDUCATION
Economics - BA, MA
PROFESSIONAL
Business Roundtable, Applied Bio-Tek Corp. - Director,
State Chamber of Commerce – Director, Robert Morris Associates,
Regional Chamber of Commerce – Director |
