Bob Howell Email and Phone Number

Identify and implement automation efficiencies in decisioningTesting of all decision engine releases • Received “Exceeds Expectations” rating for 2018 • Implemented a framework in 2017 that allowed decision engine changes to be compiled directly from analytic modules greatly reducing defects and increasing throughput • Chaired cross-channel steering committee to prioritize work by FICO • Managed business team for testing to insure the business lines’ exit criteria was met • Oversaw model development for all product types and implemented on new platform 2012 • Managed merging data between National City and PNC. Oversaw new custom models build

Based on strategic direction from the business line, develop targeting analytics and business case for Credit Card acquisition direct mail and telemarketing campaigns. Develop targeting analytics, business case, and result analysis for all Consumer (e.g., home equity line and loan, auto, credit card, signature line, etc.) and Small Business (e.g., Premium Credit Line, Small Business Credit Card, etc.) account management campaigns from convenience checks to line freezes. Provide analytical support to Product for new product development and product modification. Oversee pricing analytics and set rates.• Sponsored project and designed general process rules for a collateral valuation cascade implemented in September 2007 for Consumer, PCG, and Business Banking (i.e., Loan Safe score, AVMs, appraisals and their review, etc.) to be compliant with OCC guidance. Secretary for cross business line enterprise steering committee. • Introduced dual matrix to Credit Card originations in November 2007. • Jointly led “Go to Market” pricing initiative in 2008 focused on keeping the NCC consumer lending franchise viable from a pricing perspective despite historic IFT costs. This included expanding dual matrix to all consumer products over the summer of 2008.• Helped lead project to remove pricing from our front-end system into a software service supported by the Pricing team with SOX compliant processes.• Nominated for 2 team and 1 individual Excel awards in 2007.

CSB, NCHE, & NCWRChief Credit Officer, Senior Vice President 2004 – June 2007 Responsible for chairing monthly (CSB & NCWR) and quarterly (NCHE) credit reviews with the senior management of the business lines. The objective is to identify, size, and mitigate risks related to collections, loss forecast, product introductions and monitoring, new projects, and process changes. Responsible for supporting the business lines’s needs to expand originations while preventing unmitigated or unrewarded risk to the balance sheet. Examples include:• CSBo Automotive Lending – August 2006, revised guidelines and Strategyware paths to increase the approval rate from 37% to 52%. Increased overall automation by 13%. o Designed Check Ready Algorithm & Policy – Launched February 2007, based on business line need to pre-approve customers for auto loans and provide a “blank check” up to a specified amount, developed the policy and algorithm for same. Volume has exceeded business line forecast. No losses as of 1st QTR 2008. o LPMI – Facilitated rollout of lender paid mortgage insurance within weeks to help meet business objectives. Increased the number of HELOC that would not have been booked by 17.3%.• NCWRo Participated in developing lending matrix for the business line. Use of required reserves contributed to credit loss rates of $2.4 MM in 2004, $1.3 MM in 2005, and $0.4 MM in 2006 with relatively stable origination volumes.Chief Credit Officer, Vice President (Provident, Cincinnati, OH) –PCFS & Warehouse 2002 - 2004

• Designed Loan Arranger Decision Engine – Contrasted to a rules based decision engine, Loan Arranger starts with a customer’s prioritized needs. Loan Arranger returns approval or counter offer plus six alternatives based on an implicit enumeration of all possibilities in less than 6 seconds. o Designed artificial intelligence decision engine interfaced to various front-end new or legacy systems.o Awarded ILOG’s E-Business Application for 2000 (Paris). Received coverage in U.S., Japanese, and French IT Press.• Represent Channel in FUHEB’s Program Officeo Chaired Business Initiative Office responsible for prioritizing initiatives.o Managed staff to develop business requirements for systems.• Developed portfolio analytics databaseo Implemented star schema for loan performance tracking and modeling.• Implemented Balanced Scorecardo Received First Union Customer Service Bronze Medal.o Used Kaplan & Norton’s Balanced Scorecard to normalize reporting.• Introduced Credit Scoringo Developed solution for broker business in 1997. No impact to approval with a 23% reduction in 30 day vintage. Received MVP 1997.o Educated Ops and Sales by editing monthly newsletter.• Lead Operations redesigno Contributed in reducing unsellable loans from a monthly rate of 6.0% to 0.0%.o Assisted management in developing new processes. Managed team of 9 to complete new process flows, risk controls, reports, and requirements for mods to the LOS.• Lead initiative to redesign collateral review process and income toolo Reduced average over-appraisals from 20.0% to 5.6%.- Contracted with FNC to research collateral losses.- Designed comprehensive checklist with Collateral Review. Coded and supported workbook to score and refer appraisals.o Contributed in reducing rate of incorrectly calculated income error from 8.3% to 0.0%.- Lead standardization between Operations and Risk for income calc.- Coded & supported a complex workbook for calculating self-employed income.

• Home Equity Visa Cardo Sponsored the product planning and implementation of a new home equity product, the Home Equity VISA Card – a tax deductible credit card. • Implementation of New Implementation Software for Home Equity – T.I.M.E.o Customer service scores increased 10 percentage points after implementation. Features included national closing costs linked to closing costs payable saving the Bank ~$30K per annum in double billing.• Corporate and Affinity Programso Participated in developing affiliate relationships with the AMA, AICPA, NEA, Merck, Squib, and other to offer discounted mortgages for their employees or members.• Risk Managemento Managed collection 1986 - 1994. Delinquency < ½ of industry average with delinquency of 60 bps & loss rate < 15 bps. 1993 -Implemented nationwide foreclosure process with King-Sullivan. 1996 - Lead initiative to convert HE to credit card servicing platform with $500k year one savings.• Acquisition of $107 million from Citibank and $257 million from Shearsono Managed due diligence of two major loan acquisitions.• Prudential Home Mortgage (PHMC) Contracto Negotiated contract with PCMC to introduce HE loans to their 1st mortgage process. Managed daily contact & receipt of closed loans. Program produced 23,000+ (1996). Touted as one of most successful models of synergy between subs.Production Department – 1986 – 1987• Established production department. Developed an internally R:Base database application to automate process, management reports, collateral follow-up, and accounting entries. • Developed a loan document preparation system using R:Base and Word Perfect. Recouped cost of development by selling software to PHMC to facilitate document preparation for program described above.