Mount Airy, Maryland, United States
Experienced Executive Vice President with a demonstrated history of working in the financial services industry. Skilled in Operations, Technology, Client Experience, Information Security, PMO, Corporate Security, Corporate Real Estate, Negotiation, Sales, Management, Business Intelligence, and Risk Management. Strong information technology professional with an MBA and Wharton Leadership Certificate focused in Information Technology, Leadership, Finance, Marketing, Payments, and Six Sigma.
Lead seven teams (about 140 staff) with responsibility for deposit/digital operations, consumer and business web/mobile banking, call center, corporate security, corporate real estate, PMO, information security, technology and the Client Experience for the entire bank. Responsible for the strategic planning, managing, directing, integrating, and establishing standards for diverse information systems and technology programs and services which meet the business needs of the Company. Manage a $25+ million budget. Recently led the effort to establish a three year vision, strategy and implementation plan for bank-wide Client Experience journey. Recently led the effort to enhance mobile banking including mobile deposit capture and ApplePay further cementing our reputation as a client-first, technology leading bank. Developed five-month Frontline Leadership Program with emphasis on Organizational development, leadership, teambuilding, culture change, coaching and feedback, managing time and managing change. Increased productivity 20% while reducing overtime by 25%. Collaborated with functions including risk management, technology, operations, marketing and finance in redesigning our intranet and internet web portals and enhance customer service, streamline processes and expand product offerings.
The ABA Stonier Graduate School of Banking, the preeminent executive management school for the financial services industry, is designed to develop leaders who are able to compete in the 21st century. The primary objectives of the school are to provide you with the knowledge and skills to recognize and solve executive management problems and to implement solutions. With an industry undergoing such rapid change, highly developed leadership skills are required to meet the challenges and rapid changes occurring in the industry. Partnering With Wharton: The Wharton School is world-renowned for its academic strengths. As a partner with Stonier, this world-class institution delivers outstanding leadership courses that will help participants not just survive, but thrive, in a world of change and uncertainty. The courses are seamlessly integrated with the rest of the Stonier program and graduates will receive both a Stonier Diploma and a Wharton Leadership Certificate. Stonier's intense three-year program brings together the best and the brightest minds in the banking industry to be challenged by expert faculty and fellow students. Through a variety of team-building experiences students are able to brainstorm and share ideas. They develop strategies to be proactive in today's competitive financial environment, improve their effectiveness and internal working relationships, and hone their skills in all areas of banking.
Led five teams (over 120 staff) Developed five-week new hire training program that allowed graduates to perform at same level as employees with 18 months experience; increased productivity 15% while reducing overtime by 20%. Collaborated with functions including risk management, technology, trust operations, and finance in executing mortgage-backed securities services to meet all regulatory / contractual requirements, mitigate risk, and enhance customer service. Worked closely with Sales & Business Development to provide superior customer service, execute relationship management plans, and determine business acceptance standards. Shifted client service model from decentralized to centralized, which facilitated attainment of optimal Customer Service across the client base. Installed a Productivity Tracking System that enabled senior managers to pinpoint required process improvement initiatives and allowed front-line leaders to focus on individual contributor performance.
Investment Services – Vice President 2000-2005 Direct functional areas whose purpose is to leverage the time of the Fixed Income and Equity Investment Professionals including portfolio managers, credit analysts, traders and investment analysts. Strategic areas of responsibility include: • Investment Systems - Major systems installations and upgrades • FI and EQ Investment Liaisons - principal contact between the PM's and Investment Support • FI Research Support – portfolio modeling and database maintenance. Business Operations Manager at T. Rowe Price April 1993 – June 2000 (7 years 3 months) Business Operations Manager – Retirement Plan Services Directed six Retirement Plan Managers (RPM) who oversaw 401(k) Plan Service Teams (PST). Coordinate with the Installation/Conversion teams in assigning new clients concentrating on plan features, arrival rates and client expectations. Work closely with RPMs and other managers to ensure that Unit personnel have the necessary tools, training and authority to get the job done. • Co-led the migration from a paper processing environment to an image processing one which reduced cycle time and processing time by 35% • Managed 74 people and a $3.5MM budget • Managed 110 plans with 306,000 participants, the largest plan having 65,000 participants. Plan assets were $13 billion • Several National Accounts honored us with their Vendor of the Year award including Black & Decker and Milliken March 1991 – April 1993 (2 years 2 months) Supervisor, Retail Mutual Fund Operations Directed Operations Support Unit: responsible for administering the Funds' Excessive Trading Policy, Check Writing function, and Blue Sky compliance. • Managed the Funds' transfer agent vendor relationships • Had leadership role in the USF&G merger which brought in $550MM in assets • Supervised 13 people. Managed $750M budget • Leadership role in internalizing transfer agency functions from a third party vendor
Directed and manager three departments including ACH, Retail Lockbox and Central Collections. - Promoted volume increase of 105% to put bank in top seventy-five producing banks for ACH originators - Coordinated staffing requirements for twenty-four hour lockbox operation in order to process 1.5 million payments monthly