As a board member for Memorial Asset Protection Planning LLC, my duties supports informed decision-making and operational improvements across several critical areas.

C-Suite Executive reporting to the CEO for a $4 billion credit union, responsible for a staff of 350+ including 40 US & UK branches, call center operations, marketing, corporate real estate , and the Keesler Financial Group. Key member of the executive team responsible for strategic, business and tactical planning, goal development, marketing promotions, project implementations, budget development and management, staffing model design, staff development and all sales and service results. Facilitated a sales & service culture through implementation of Integrity Solutions “The Member Advantage” and "Integrity Coaching" Implemented Synapsys CRM & Synapsys Marketing Manager Implemented ACSI and NPS scoring surveys for all members opening new accounts, services and loans Created UK call center support of stateside and toll free Europe inbound calls Brokered relationship with AFEES car dealers for joint marketing and loan promotion Implemented an online car buying service for members in the U.S. and deployed members Developed new-era branded branch design incorporating new technology and member amenities Created greater accountability at the line level Developed a performance driven management reporting database Created CRM work flows to streamline front-line to back office communication Developed performance standards for all service delivery staff Improved call center agent productivity 40% Increased loan sales, resulting in a 6% growth in loan balances Increased checking account sales, resulting in 30% year over year growth Introduced strategic branching plan Member of the Asset Liability Management Committee, Risk Management Committee, Project Management Committee, and Building Committee

Responsible for branch and call center operations, audit, quality control, security, and facilities management for a $1.3 billion credit union. Supervised a total staff of 113 including 18 branches, back-office areas, and the call center. Responsible for all tactical planning, business plan implementation, budget development and management, staffing models, goal development, staff development, and sales and service results. Functioned as a key member of the senior management team and actively participated in the development of the strategic plan, budget, and business plan.  Implemented a sales focused management style Developed performance standards for all branch and call center positions Created greater accountability at the line level Developed a performance driven management reporting database Created a quality assurance function that has reduced errors by 70% Improved call center agent productivity 40% Increased loan sales, resulting in a 30% growth in loan balances Implemented the first “cash branch” operation Introduced strategic branching plan Improved member service survey scores from 3.85 to 4.05 in 12 months Implemented a member service comment card program Improved average “Mystery Shop” scores from 80% to 88% in 12 months Authored the AFCU vision and mission Statements Chairperson of the Policy and Procedure Committee and the Pillars of Member Service Committee Member of the Asset Liability Management Committee, Symitar Efficiency Committee, Information Security Committee, Member Service Committee and Facilities Committee

Sales and account management of IBM Collaboration solution, Quickplace and Sametime provided by Intrev an IBM VAR.

Responsible for management of 50 inbound telemarketing sales agents at the Arlington, Virginia Campus. Responsible for developing individual, and team sales goals. Also responsible for monitoring call center productivity, ensuring QA standards are met, developing staff members, and implementing tactical sales plans.  Increased bank sales from $33mm to $118mm per month over a 5 month period. Increased new car loan applications from 65 per month to 140 per month and doubled the application-funding rate. Implemented several incentive programs to increase sales through competition on consistent basis. Developed and implemented daily “leader reports” for sales and productivity statistics to increase sales opportunities. Increased total available time by 18% and decreased average talk time.

Selected to fill this position based on proven ability to re-engineer operations, technical ability, and history of results oriented management. This group encompassed the following departments; Check Processing, Mail Receipt of Deposits & Payments, Collateral Control, Telecommunications, Teller System Support, Archives, Facilities Management, Security, Statement Production, Disaster Recovery, Receiving, Wire Room, and ATM Departments. Oversight of 140 staff members and an annual budget of $6 million.

Managed and directed the full range of activities for 23 different locations with a staff of 135 full-time employees and an annual budget of $6 million. Responsible for the development of the business plan, operating policy, and combined budgets. Coordinated marketing campaigns and developed the tactical sales plans for the branches. Developed consistent job evaluation standards and duties. Every aspect of branch operations showed improvement This change was quantified by increased sales, positive member survey ratings, budget containment, and no audit findings for 4 years.

Responsible for recruiting, training, and management of 6 business analysts. Our team gathered and documented all requirements for the Hogan Loan system. Worked extensively with the programming staff to ensure that end-user requirements were met and system framework remained intact to aid in future upgrades. Performed all unit and acceptance testing, developed base training materials, and performed on-site support during the implementation. This $10 million project was completed on time and within budget, and was at the time recognized as the most successful data conversion project ever conducted by the credit union, and by Hogan community as one of the most successful conversions to Hogan ILS.

Responsible for Research, Loan Processing, New Account, IRA, Member Records, Archives, and Collateral Control Departments. The departments support in-bound and out-bound telemarketing operations and branch operations. In July '87 a difficult conversion to Hogan Deposits caused the emphasis of this job to change, almost entirely, to management of disaster recovery and account reconstruction, as there were major issues with not only the conversion of basic account information but also automated transfer transactions.

Responsible for leadership and management of the Consumer and Business Deposit Management Operations, Customer Service Call Center, Cash Room Operations, and the IRA/CD Department. Prior to this position I held several positions including Methods Improvement Analyst in the Finance Department.

Assistant Branch Manager & Consumer Loan Officer. Conducted floor plan audits of yachts and heavy construction equipment for Commercial Lending Department. Documented consumer and commercial deposit operations procedures for the Audit Department.