Carl Beckstrom Email & Phone Number

Boulder, Colorado

Grand Island, Nebraska

BMO Harris Bank, Chicago, ILMarket PresidentAccountable for small business banking, retail banking, mortgage and wealth management in markets in Chicago with assets of $1.8 billion. In the past year I have been tasked to lead two markets within the BMO Harris footprint. Despite some of the most aggressive loan, deposit and customer acquisition goals, I.

Chicago

• Accountable for business banking, retail banking, mortgage and wealth management through nine locations with assets of $300M and nine direct reports and 50 indirect reports.
• Ranked #1 of all markets in new household acquisition with consistent 25% year-over-year increases in new households 2011 through 2014.
• Ranked #1 of all markets in branch business banking scorecard with 107% achievement. Scorecard comprised of business loan applications, loans booked, checking units/dollars and merchant referrals/referrals approved.
• Increased business loan portfolio by 75% from 2011 to 2012. Achieved 151% business loan production goal by June of 2014.
• Rebuilt a severely underperforming team with high turnover and deteriorating colleague engagement. Created job family listening sessions that decreased turnover by 33%.

Wausau, Wisconsin Area

• Accountable for business banking, retail banking, mortgage and wealth management through 13 locations with $260M in assets and 13 direct and 70 indirect reports.
• Reversed the decline in number of checking and personal investment accounts by launching multiple, coordinated strategies that allowed the district to achieve targets for the first time in its history. Employee.

Greater Chicago Area

• Promoted to high profile District Manager over eight Wells Fargo financial offices located in the suburbs of Chicago and central Illinois - a $320M assignment with 72 direct and indirect reporting employees.
• Ranked #1 in region with “Project Quarterback”, achieving 2.00 loans/manager versus.50/manager regional average.
• Fully reconstructed the district sales methodology for transactional-based selling and need-based selling. Eight other districts within the Chicago, Wisconsin and Michigan markets adopted these approaches.
• Developed recruiting strategies to determine the success factors of preferred new talent. This enabled the district to become a divisional leader by promoting 12 Assistant Managers to Managers in three years.
• Provided structured lead management tools that increased loan application ratios by 20%.

Indianapolis, Indiana Area

• Promoted to District Manager of six offices in Indianapolis, IN, a stringent “Do Not Call” state. Within seven months, store assignment grew to fourteen offices which encompassed the entire states of Indiana the.
• Divisional leader in real estate loan production, achieving 1.95 loans/per FTE versus division average of.45 loans/per FTE.
• Exceeded growth goals by 154% by coaching branch managers on up-sell opportunities and recreating their brand image.
• Divisional leader in core product cross-sell metrics with 70% colleague obtainment versus division average of 58%.

Sheboygan, Wisconsin/Peoria, Illinois

Promoted from manager trainee to other branch manager assignments in 7 years.

Engineering, received two meritorious promotions while serving.