Description
Strategic executive with a strong financial and operational background with a history of success in developing innovative solutions to reduce costs, improve efficiency and develop underutilized resources. Collaborates in multidisciplinary environments to marshal the most effective resources in developing and implementing organization-wide solutions that enhance performance and efficiency. SELECTED ACCOMPLISHMENTS Saved an estimated $6.6M and increased scheduling efficiency 95%. Formed a cross-disciplinary operations committee to identify potential savings by centralization of financial center operations. Centralized staffing function eliminating 120 FTE. Initial financial and risk analysis followed by pilot program and ultimately, system-wide rollout. Increased market share 15%; realigned staff with substantial salary adjustments. Disenfranchised Senior Commercial Lender resigned; loyal customers were at risk. Redesigned staffing based on importance of commercial lending to financial center viability; transferred seasoned employees and retained all current employees. Increased utilization of staffing model from 45% to 95%, resulting in a 15% reduction in base salaries, along with a compounded growth rate in sales by 15%. Employed a value proposition strategy with the focus on revenue generation combined with a workforce optimization model employing incentive compensation. Reduced an overage in FTE that cost the organization $2.5M annually. Increased performance on total assets 10% while reducing time spent on budget 50%. Implemented an interactive dashboard system and performance matrix for each division by assembling and leading a team of financial and data analysts. Resolved inconsistent and inaccurate reporting issues. Reduced campaign marketing budget 30%, reallocating budget to other cost-effective programs. Replaced shotgun marketing with a strategic marketing plan based on customer analysis across all channels with a more proactive approach. Marketing was more personalized and outcomes measured across all channels and markets. Increased overall average profits 10%. Developed a model methodology in collaboration with another bank to implement and calculate shareholder value added (SVA) model to drive a shift in the Bank?s view of profit. Refocused senior line managers on customer interests by incentivizing compensation based on increases in SVA. Increased overall productivity across operations from 10% to 25%. Used Data Warehouse project, enhancing business intelligence to make information more accessible to decision-makers for quicker response to market changes. Combined traditional bank data with new sources providing more robust offering to decision-makers. Enhanced budgeting and forecasting capacities while reducing planning time. Collaborated with affiliates to collect business requirements for improved budget and forecasting methodology. Trained all affiliates in standardized financial software, enhancing efficiency and accuracy in the budgeting and forecasting process. Improved financial reporting and decision-making through application of a corporate-wide allocation system. As the bank took on new affiliates, more challenges were experienced in cost allocation for resources as well as meeting regulatory requirements. Collaborated with IT group to develop a compressive cost allocation system. Achieved 100% compliance with new affiliates for financial business requirements conversion. Acquisition of new banking systems required that accounting principles and tools be standardized within three months. All procedures had to be converted to parent company standards and new employees trained in their application. Lead $20B assets general ledger conversion from FACS to Oracle Financial. Ensured system complied with all GAAP, Federal and State regulations. Designed and implanted additional audit procedures in compliance to corporate and board standards. Standardized financial reporting across 20 affiliates. Increased accounting departments efficiency by 20%. Reduced manual entries by accounting clerks, allowing direct feeds from source systems and departments. Additionally, insuring the system self-reconciliation and balancing system was working correctly. Setup and Lead finance analytics department of 15 FTE Provided solid finance support, budgeting & planning guidance, value added business and finance insights across multiple divisions and areas through out the organization, resulting in improve process, understanding and 25% increase productivity. Collaborate and Implemented multi million dollar projects With Executive Management of 4 Division and 9 Regional Presidents across Utah and Idaho: as a result of (1) understanding their needs, (2) having strong relationships, and (3) using knowledge of a business aligned with standard platforms and solutions that better meets their needs. Increase department survey scores (employee engagement) by 12% year over year. Increase Mystery Shop Scores 2% year over year and ?Net Promoter? score best in our asset class each year. Retained 95% of all employees during financial center and market consolidation. Established $200 million Information Technology & Services Expense Cost Allocation system. Implemented cost allocation methodology in collaboration with IT Services to provide solid financial reporting and profitability for 20 affiliate across the nation. Foundation for intercompany, division and product profitability; i.e. software, hardware development cost, tech support, call center pricing, loan and deposits pricing along with other IT services
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