1 Recruited, hired and coached managers and sales teams for 8-11 Wells Fargo Financial Stores. Established programs for all steps of the business development from business to business consumer finance sales, to marketing, phone soliciting, underwriting, loan closing, and collections. P&L planning including annual budgeting of up to 11 stores and $8-11 million in operating expenses, forecasting sales growth, yields, bad debt by product, personnel expense, ROA, and ending with each stores profit plan and goals for the coming year. When promoted in May 1997, the Tacoma Washington district was ranked 6th out 6 districts in the region. By the end of 1997 we moved up to 3rd out of 6 by implementing quality process and follow-up. Finished each year-end rating a level 5 also referred to as Distinguished. Developed Star Performing Managers from my district 4 out of 6 years. The region consisted of 53 Stores with 2 selected as top performers each year. This was the top 5% in the company and typically took multiple years of consistency to achieve this honor. Transferred to Boise Idaho on April 2001 as District Manager with a 3-5 year goal of developing the market into a high performing district as well as to identify and develop my replacement. By 2004, the Idaho market had developed into a top 2 divisional performing district and I mentored and developed a quality candidate to successfully transition into the district manager roll following my transfer to a larger market in Phoenix Arizona. From - 5 scale. Established and led the process for dealer development which increased our sales contract purchases from 250 contracts per month to over 600 contracts per month. This result was a 140% increase and 340% above the store average within the Division.
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