St Louis, Missouri, United States
A passionate, strategic executive who is hands-on, detail-oriented, articulate, personable, and a trust-builder who works and communicates well with staff, board, and others to implement vision/goals of the organization. Twenty-five years of progressive experience includes the following areas of expertise: executive/senior management/ financial modeling/ public relations/communications/ financial services management/ cost containment/ crisis management/ non-profit management/ accounting/ problem-solving/ personnel management/ account reconciliation/ coaching/ board development/relations/ risk management/insurance/ human resources/ strategic planning/ corporate financing/ training/mentoring/ new office start-up/ compliance & regulations/ mediation/ business plan development/ budgeting/ litigation management/ corporate reorganization/ auditing/ financial management/ corporate down-sizing/ investment management/ account management/ staff planning/ debt portfolio management/ relationship management/ consumer banking/lending/ debt restructuring/refinancing/ tax reporting/ commercial banking/ payroll & employee benefits/ fundraising
As one of the key figures in the start-up organization, responsible for helping to establish core processing system, overall accounting system, batch processing system, accounts payable system, fixed asset system, payroll and attendance system, bill-pay system, debit and credit cards processing system, Federal Reserve Bank online system, Shared Branching Network accounting system, and compliance system. Process all credit union transactions, including all electronic member transactions. Instrumental in ensuring the accurate and timely flow of all funds and the proper accounting, reconciliation, and reporting of such. Developed mobile banking app and remote deposit capture. Established new vendor relationships with accounting firm, payroll processor, IT firm, mail services, and software vendors. Established monthly financial reports, including financial statements, key financial ratios and graphs, investment portfolio report, mobile banking app usage, and account reconciliations. Primary liaison between credit union and Federal Reserve Bank and other financial institutions, along with IT, mobile banking, remote deposit capture, bill pay, employee benefits, regulatory agencies, and other vendors. Primary person in credit union for compliance and regulations. • Successfully implemented new mobile app and remote deposit capture mobile banking service • Delivered new investment portfolio that increased income 45% over budget • Saved more than $60,000 in 2015 by outsourcing IT services
Responsible for all aspects of $10.7 million asset, 1,100+ member credit union, including daily operations, cash management, investment portfolio, loan approval and management, accounting and financial reporting, compliance and regulations, board liaison, marketing and communications, collections, strategic planning, client/member services, and staff management. Recruited assistant manager to improve efficiencies and client/member services. • Grew assets more than $1.5 million, or 16%, in year and a half, to exceed $10 million asset size for first time in organization’s history • Implemented new risk-based lending and loan participation program to double loan revenue • Changed investment portfolio to increase investment yield by 900% • Eliminated more than $21,000, or 8%, in annual operating expenses in 2012 • Improved bottom line by $51,000, or 81%, in 2014 • Improved marketing and communications to attract 200, or 20% more, new members • Introduced operating efficiencies and improved client/member services after being hired to replace 35 year, retiring, veteran CEO
In 2004, this social and health services organization ranked in the top 50 nationwide for non-profits in "Non-Profit Times" ratings with more than $450 million in assets, 95 locations, and over 3,000 employees in 20 states. Then, NBA hired outside consultants and filed for Chapter 11 bankruptcy protection. Named Acting President for purpose of leading organization through and out of bankruptcy. Appointed President and CEO of organization upon creation of Plan of Reorganization and emergence from bankruptcy in 2005. • Increased donations by $500,000, or 19% after stabilizing organization, recruiting new board of trustees, stream-lining operations and reporting lines, improving internal and external communications, and securing much-needed trust and confidence of donor base and affiliate church denomination post-bankruptcy • Arrived at balanced budget for 2006, following 5 years of financial losses, and operated organization with positive net operating gain for 5 consecutive years following emergence from bankruptcy • Developed successful new program to serve senior adults and people in rehabilitation programs in 5 locations
• Saved approximately $900,000, or 9%, average annual amount under budget (2001-2004) • Successfully initiated changes to self-insured group health plan resulting in no additional costs to organization after over $3 million of such additional costs in previous three years (2002-2005) • Reduced HR departmental expenses for 3 consecutive years at approximately $210,000, or 25%, under annual budget (2002-2004) • Successfully initiated move from costly traditional general/professional liability insurance policy to form of self-insurance which allowed organization control over the funds and benefit of interest earnings on annual reserves of $3 million (2003) • Successfully initiated changes to pension fund contribution structure so organization contributed 25% less to each employee’s pension, thus saving over $544,000 annually (2003)