Chad Smith Email and Phone Number

Driving the development and execution of the enterprise strategy with an additional focus on providing data driven optimization recommendations in regards to real estate and workforce, while also supporting the elevation of reporting through support to various departments.Enterprise strategyDriving the development of the enterprise 5-year strategic planEstablishing a monitoring and reporting program for strategic initiativesBusiness optimizationDeveloping a data-driven model aligned to the customer needs to optimize branch real estate and workforce across 200 locations and 1,600 frontline employeesGovernance supportPreparing comprehensive reports for board review and providing advisory services across the enterprise

Facilitated the delivery of key member facing strategic programs aligned to the Coast 2025 strategic plan.Enterprise StrategyLed the implementation of key member-focused strategic programs aligned with the Coast 2025 strategic plan across various divisions, including the omni-channel roadmap, segmentation, and real estate strategySegmentationDeveloped segmentation strategies, finalizing key target segments with value and belief-based layersThrough co-creation sessions with key partners developed segmentation tools and artifacts to support segmentation executionBusiness optimizationFormulated and executed a real estate optimization strategy to maximize the impact of the real estate investment

Seconded to lead the development of a practical, member-driven omni-channel strategy specifically designed for Coast Capital to support growth, gain efficiencies and build a member-centric interaction model. The strategy development started with an extensive current state internal and external assessment followed by a comprehensive quantitative and qualitative member engagement as well as internal stakeholder engagement. From this the problem areas were identified and a framework was created to answer these problems and the program objectives which ultimately lead to a series of recommendations within a multi-year program and roadmap.

Reporting to the Senior Vice President, Retail Banking and Contact Centre I was responsible for driving efficiencies, production, member experience and employee engagement of the Branch network. In particular, my focus leaned towards optimization of both our real estate portfolio of 52 branches enhancing our member experience leveraging a new purpose driven design, driving efficiencies, all while increasing overall production; as well as optimizing our workforce of over 500 FTE by launching and managing a workforce management program including software and analysis tools allowing for data driven decision making to align our resources to the member demand. Other responsibilities included strategic planning of the division including budgeting, reporting and forecasting both FTE and expenses; operationally leading the branch team through the COVID pandemic and representing branch banking on various committees and enterprise projects.

Seconded to successfully receive approval for federal continuance to become one of the first National Credit Unions in Canada. I was responsible for liaising and building relationships with both the federal regulator (OSFI) as well as the provincial regulator (FICOM) providing reporting, defending capital and liquidity positions and answering any queries during the application process. In addition, I was responsible for building a dynamic business case and model with our finance team for federal continuance, assessing various regulatory requirements, defining the expansion strategy (future operating model, segmentations, etc.) and working with the Department of Finance on a framework to secure a guarantee for a transitional line of credit.

Reporting directly to the Chief Operating Officer (COO) the Director, Business Improvement utilizes external trends and knowledge combined with internal capabilities and data ultimately to position and leverage Coast’s strengths across the entire retail division. The Director provides leadership and oversight into key performance measures, and delivers advisory insights to the COO and the COO leadership team. Other responsibilities include representing the COO various committees such as the Project Review Committee and the Coast Planning Council while providing any additional support required for the COO in all areas of responsibility while at all times ensuring alignment to strategy.

Reporting to the Senior Vice President, Operations responsible for supporting the bank strategy including driving departmental direction, anticipating obstacles and problems and recommending solutions to meet corporate profitability, risk and service objectives. The Managers role was to support the strategy at the time which involved growing primarily through wholesale channels and then focus on deepending the relationships with those members through cross selling activities while improving operational efficiencies.

Reporting to the Vice President, Retail and Marketing, charged with developing and driving the retail strategy, the branches, retail operations as well as cross channel cooperation in a multi channel member experience. A new executive team was in place and over the next several months the team developed a new direction for the bank including reducing the reliance on wholesale channels and further developing the true direct to member internet banking model. This targeted eight consumer expectations of an internet bank including low or no fees, attractive savings rates, a strong phone channel, presence, operational efficiencies, a robust web channel, innovation and a streamlined product line.