An Executive demonstrating success in leadership, managing relationships, customer service, goal achievement, operational proficiency and integrity. I am accustomed to and effective in high-profile executive roles, making high-stakes decisions. I value and reward creative thinking, initiative, teamwork, commitment, and performance. |
CHIEF EXECUTIVE OFFICER/CHIEF OPERATING OFFICER
Executive with a strong business acumen and in-depth comprehensive knowledge of all functional areas. Leverages strategic insights and financial analysis to create programs that tie together all business elements to lower costs, enhance earnings and improve market share. Expertise in advancing an organization’s essential mission and business goals through use of technology, team-building and creative problem-solving in the development of effective strategies and operational efficiencies.
AREAS OF EXPERTISE: P&L, Strategic Planning, Budgeting, SOX, M&A, IPO, Due Diligence, Strategic Intent, Capital Expenditures, Process & Performance Improvements, Building High Performing Teams, Six Sigma, Regulatory Guidelines, Loan Underwriting, Construction.
• Completed both an Initial Public Offering (IPO) raising approximately $14.5M in capital and later, a secondary offering raising an additional $70M in capital. • Built a critical five year rolling strategic business plan for staffing, technology, products, brand image, capital expenditures and planning the use of $100M of capital. • Effective business strategies resulted in a return on IPO shareholders investment of 400% over a five year period. • Strengthened business presence by analyzing, identifying and negotiating merger plans with $57M, $22M and $5M financial institutions. • Transitioned culture of organization from transaction-based to sales-driven, resulting in an 800% increase in net income. • Turned around a net loss operating business unit into +$170K within the first year. • Performed cost benefit analysis for credit card reward programs resulting in selling current product for a 15% premium. • Developed well-defined job descriptions, job evaluations based on specific performance criteria, and regular coaching and feedback processes, to ensure that the right foundation was established to foster the development of a sales culture. This resulted in a 1000% increase in assets over an 18 year period. • Directed a successful charter conversion gaining affirmative vote of majority equaling 25,000 members. • Implemented acquisition, construction, divestiture and consolidation of branch offices resulting in net expansion of the network from 7 to 21 branches. • Expanded branches from 8 to 13 and increased deposits $120M in one year. • Implemented a new Internet-based cash management service “Businesslink” resulting in contributing $20K in net service charges in one year. • Increased net loans by 143% achieved primarily through a strategic partnership with a third-party internet provider, originating approximately $32M in automobile loans on average annually. • Increased core deposits 69% by introducing a new product. • Ensured the cross-training of all employees increasing products and services per customer by 25%. • Implemented peak-time staffing patterns based on workflow needs resulting in workforce moving to 30% part-time employees. • Led improvements at the Board level in governance, business strategies, detailed financial performance analysis, peer comparisons and decision making requirements. • Designed and implemented an organizational “style manual” to set and provide visual communication standards, creating a well-defined brand image for the organization. PAGE 2
__________ BANK 1989 - 2009 A $1B federally chartered savings association with 21 branches and 200 employees.
President and Chief Executive Officer, Advisory Board Director (2007 – Present) Responsible for assisting in the operation integration with acquiring bank's transition period.
President and Chief Executive Officer, Director (1995 - 2007) Responsible for managing all areas of asset generation, asset/liability management, branch operations, accounting functions and marketing. Reported to Board of Directors, having responsibility for a budget of $4.5M in net income, $20M in operating expenses, and seven direct reports.
Senior Vice President and Chief Operating Officer (1989 - 1995) Responsible for directing and managing lending, collections, branch administration and marketing divisions. Reported to Chief Executive Officer, having responsibility for a budget of $1.5M in net income, $5M in operating expenses, and ten direct reports.
__________ BANK 1982 – 1989 A $4B federally chartered commercial bank with 125 branches and 3000 employees.
Vice President – Mortgage Sales (1989) Vice President – Mortgage and Collections (1987 – 1988) Assistant Vice President – Senior Operations Officer (1984 – 1987) Consumer Loan Officer and Manager (1983 – 1984) Senior Auditor (1982 – 1983)
__________ BANK 1980 – 1982 A $300M federally chartered savings and loan association.
Internal Auditor (1981 – 1982) Management Trainee (1980 – 1981)
EDUCATION
BA Rutgers University
PROFESSIONAL DEVELOPMENT
Stonier Graduate School of Banking, University of Delaware Leadership at the Peak, Center for Creative Leadership Credit Union Executives Society CEO Institute. Professional designation of Certified Chief Executive (CCE) Haas School of Business, University of California, Berkley Samuel Curtis Johnson Graduate School of Management, Cornell University Darden Graduate School of Business Administration, University of Virginia
PROFESSIONAL AFFILIATIONS
Board of Governors, State League of Community Bankers
VOLUNTEER
United Way Habitat for Humanity |